Project

Your Project Needs You
John Chapman
Your Project Needs You
Printed version published by Completelynovel.com
Copyright © by John Chapman 2017
John Chapman has asserted their right to be identified as author of this book
All Rights Reserved. No part of this publication may be reproduced, stored in
a retrieval system, or transmitted in any form or by any means electronic,
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permission of the author.
First published in the UK in 2017 by
CompletelyNovel
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ISBN 978-1-7872-3189-4
Printed in the UK by Lightning Source
Cover Design by brenda_art177
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Praise for Your Project Needs You
I was delighted to review John’s latest assortment of blogs covering a broad
spectrum of topics from classical writers to football and so much more. John
has an intelligent, poignant and crisp writing style. All his blogs have been
carefully selected by a project management practitioner at the top of his
game. John’s research is meticulous and his use of metaphors and analogies
help paint a richly descriptive picture that demand time for thoughtful
personal reflection.
The infamous American author and humourist Mark Twain once said in an
apologetic note to a colleague, “I didn’t have time to write a short letter, so I
wrote a long one instead”. The beauty of John’s blogs are that they have
been shortened to create maximum impact and that’s exactly what they do.
They stimulate a reaction of the type that is healthy for the mind, soul and
spirit. I commend them to you.
Dr James Dale DCrimJ, MBA, RPP FAPM, FCIPD, DMS, CIM.
As always, it was a pleasure to read John’s work and a delight to see the
range of blogs combined into a collection and ordered compendium. A great
reference for quick ‘project pick me ups’.
John’s writing style is ideal for those short on time, or for those who need an
anecdote to help digest a concept. For example, Chapter 15 “The Scapegoat”
is one that stopped and made me think - how often are our projects really
open and collaborative? Do project teams work in fear of being a scapegoat
if something goes wrong, or are they empowered to speak up early.
The Scapegoat job description made me chuckle, and helped reinforce the
points John raised - informative and funny, excellent!
I recommend this book to all working in the project management community,
and wider. There are a lot of suggestions and thought provoking arguments
that will stop and make you think - ‘why don’t I do that; that would work for
me; great idea!’. Here is a challenge for readers of this book - read and
digest, and then choose one topic to apply to your project... and see what you
can change. Then let us all know by writing a blog post.
Dr Edward Wallington
Former Chair of APM Programme Management SIG
This is a delightful gem of a book. Each chapter takes a couple of minutes at
most to read and its style reminds me of Zen Buddhism’s koans and stories:
you read, reflect and think how the lesson could apply to you.
And if you do that, then each anecdote or comparison can only make you a
better project manager – or a better person for that matter – and this is what
you will become. As such, I recommend you don’t rush this book, but savior
it. Say a chapter a day to read, reflect and apply
Alternatively, use it as if John is your personal Zen Buddhist monk! Consult
with it when you want a different perspective that will make you think.
Either way, enjoy it and develop yourself.
Dr Jon Broome, Managing Consultant,

Leading Edge Project Consulting Ltd
Previous chair of the Association for Project Management’s Contracts and
Procurement SIG.
Your projects need you and you need to read this book.
This set of articles of John’s are a must read for project managers. Combining
several different topics and a simple and creative set of examples, he portraits
the many aspects of the life of a project manager, including the ultra-relevant
aspects of leadership, communications and culture in the project
environment.
The articles allow the reader to reflect and understand the different
dimensions of one of the most complex tasks of today’s environment: get
things done. I am sure you will enjoy the reading like I enjoyed!
Ricardo Viana Vargas
2009 Chairman, PMI Board of Directors
Writer and blogger on Project Management & Strategy
Executive Director of Brightline Initiative
As I read John Chapman’s book, Roger von Oech’s creative thinking strategy
came to mind: A Whack on the Side of the Head. We can get so blinkered in
our habitual thinking that we need writers like John to bring us all an abrupt
sideways perspective. He challenges some tired old assumptions and looks
afresh at what we are doing.
For example, we get sloppy in using the word ‘meeting’ too much - and,
perhaps, in meeting too much. John suggests we can shake this up somewhat
with some imaginative words that could lead to better outcomes.
The reader will find simple but powerful metaphors throughout as well as
lyrical similes such as playing the continual game of poker, or the 3 Michelin
Stars Project. There is an eclectic in John, as evidenced in his piece on
Project Managers are Anarchists and Punk Rockers.
Don’t expect some long, dry, systematic treatise here. Instead, prepare for a
pleasant whack or two.
Patrick Mayfield,
Author of Practical People Engagement & Leading Yourself.
Thank you Sarah for your encouragement and
patience.
Contents
1. Introduction
2. Acknowledgements
3. Communication
4. A ‘Lipsmackin’ Communication Strategy
5. Article 19: Freedom of Expression
6. Henry V and Shakespeare’s English
7. The word ‘meeting’
8. Project communication and Transport for London
9. Communicate, Motivate, Collaborate
10. Competence & Knowledge Definitions
11. Marriages may come and go
12. Training: the wider context for delivering improvement
13. Governance & Culture Definitions
14. Project Culture and the ‘Tone from the Top’
15. The Scapegoat
16. Motivation Definition
17. A tale of two cities, a tale of two projects
18. The Blues Brothers
19. Why be a project professional?
20. It takes courage to stand alone
21. Master of Photography and Banal
22. Newton’s Laws of Motion and project momentum
23. James Brown & seeing the light with QUBE
24. Interpersonal Skills Definition
25. Guilty of Crimes against Creativity
26. Fight Director or Peacemaker
27. The People versus Precision
28. There is a lot of washing-up in the sink
29. Integrity and Reliability Definition
30. Project Manager – Sleepless in Peckham
31. The Good Project Samaritan
32. Planning Definition
33. Heaven can wait, playing to the whistle
34. The Richter Scale & seismic impact of a day of work
35. Project Managers are Anarchists & Punk Rockers
36. Risk Definition
37. Risk, Captain Kirk, and Good Governance.
38. If it looks like a duck
39. Miscellaneous
40. The laws of the game
41. User stories and Business Intelligence
42. Art is never finished, only abandoned
43. 3 Michelin Stars Projects
44. Business Case Definition
45. Monet, Impressionism & project investment appraisal
46. Acres of Diamonds & Business Intelligence
47. References
48. Index
John Chapman, MIoD, MAPM, MISM, BSc (Hons)
John Chapman is Programme Director for TouchstoneFMS
(www.touchstonefms.co.uk). His first experience of IT solutions was in the
early 1980’s working on an ICL ME29 mainframe. Since then he has run a
software development team developing programs in the late 1980s and early
1990s on UNIX using Informix 4GL, then moving into project management
and programme management.
From a business solutions perspective his experience includes implementing
financial and management accounting solutions, spend control and document
management solutions, business intelligence solutions, CRM solutions and
leading programmes of business change.
With over 30 years of experience, including international programmes and
projects, with the logistical and culture challenges they bring, he has very
relevant practical on the ground experience. This is supported by a strong
academic understanding of the subject of Programme and Project
management.
He authored:
Kafka, Pulp Fiction, Beer and Projects (available in printed and

kindle format)
Project and Programme accounting: a Practical Guide for
Professional Services Organisations and IT
He was a member of the authoring group of the Gower Handbook of
Programme Management 1st edition; an acknowledged contributor to
Managing Successful Programmes, 1st Edition, and an acknowledged
contributor to APM Introduction to Programme Management 1st edition.
John is an active member of the Association for Project Management Specific
Interest Group on Programme Management (www.apm.org.uk/progm), and
regularly speaks on the subject of Programme and Project Management.
His professional qualifications are a Member of the Institute of Directors
(MIoD), a Member of the Association for Project Management, (MAPM),
and a Master of the Institute of Sales Management (MISM).
His blogs are regularly published at
www.TouchstoneFMS.co.uk
www.TouchstoneBI.co.uk
www.TouchstoneSpendManagement.co.uk
www.apm.org.uk *
His personal interests include photography and art.
* The Association for Project Management. The Chartered Body for the Project Profession with over
23,000 individual members.
John Chapman Social Media Links
LinkedIn
http://uk.linkedin.com/in/chapmanjs
Twitter
https://twitter.com/chapmanjs
YouTube
https://www.youtube.com/user/theprogrammedirector
Dailymotion
http://www.dailymotion.com/TheProgrammeDirector
Vimeo
https://vimeo.com/theprogrammedirector
Google+
https://plus.google.com/+theprogrammedirector
Facebook
https://www.facebook.com/ChapmanJS
https://www.facebook.com/theprogrammedirector/
Instagram
https://www.instagram.com/theprogrammedirector/
1. Introduction
There is a well-known WWI poster of Lord Kitchener pointing his finger
with the words below saying
‘Wants You’. Join Your Country’s Army’.
This was a call to arms for the people of Great Britain to engage in the war
effort.
Projects can be a battle at times. There are finite resources available, multiple
projects running at the same time with varying priorities, and business as
usual constraints. Technically we can produce Gantt Charts, Risk Registers,
Communication Strategies, Ad Hoc Reports, Red Amber Green Indicators
and so forth. These will not get the work done.
The project manager needs to go out and cajole, encourage, motivate, flatter,
coax, persuade and sweet-talk the team to make progress.
To do so requires communication and motivation. There are two sides to a
communication, the sender and the receiver. It is the responsibility of the
sender to ensure the message is clear and understood. If the message is clear,
and it is motivating, the team will be more likely to work on our project than
another.
Yet how is such a thing achieved? One way is by looking at a broader
spectrum. If we appeal to individuals based on their own interests and relate
it to terms they understand, the willingness to learn and comprehension is
considerably improved.
Consider the film The Full Monty. The motivator was the money received
from the sale of tickets for putting on the show. As an unemployed group of
people, extra cash in the pocket would be very welcome. Yet the group
needed to dance and this was a challenge until one of them sees the link
between Dancing and Football.
It's the Arsenal offside trap, int' it?
- You what?
- The Arsenal offside trap.
Lomper here is Tony Adams, right?
Any bugger looks like scoring,...
..we all step forward in a line
and wave our arms around like a fairy.
That's easy1.
Learning dance moves was difficult, relate it to football and it is became
easier.
Conclusion
The book is divided into sections based on a number of themes,
communication, culture, motivation, people skills, and so forth. Within each
are one or more blogs that seek to relate project work to the wider world: to
make it more interesting, more acceptable, more understandable.
From this to engage with our colleagues so they appreciate it is their
individual input which is needed for a successful project.
John Chapman
2. Acknowledgements
My thanks to my colleagues at TouchstoneFMS, in particular to Keith Birch
and David Birch for their encouragement; to Stephanie Dean who provides
feedback on my blogs, together with publishing them on the Touchstone Web
Sites; to Joanne Henson who has a passion for writing and publishing; to
Denise Neary whose design advice is always valuable, and to everyone in the
respective divisions of:
TouchstoneFMS:
www.TouchstoneFMS.co.uk
Touchstone Spend Management:
www.TouchstoneSpendManagement.co.uk
Touchstone Business Intelligence:
www.TouchstoneBI.co.uk
Touchstone Energy:
www.TouchstoneEnergy.co.uk
Touchstone CRM:
www.TouchstoneCRM.co.uk
Being an active Member of the Association for Project Management has
introduced me to many thought leaders and thinkers. In my book ‘Kafka,
Pulp Fiction, Beer and Projects’ I thanked many of them and do so again.
For this publication I also send my appreciation to Dr. Jon Broome, Dr.
James Dale, Martin Samphire, Merv Wyeth, Patrick Mayfield, Ricardo
Vargas and Dr Ed Wallington.
Thank you also to Kirsten Bird at the Association for Project Management
who publishes my blogs and provides valuable feedback on the content.
In the wider project community thank you to Paul Hodgkins, Eddie Obeng,
Reinhard Wagner, Farhad Abdollahyan and Jonathan Norman. Their ideas,
thought leadership and passion for programme and project management is an
inspiration.
Finally to those individuals who I will meet and work with in programmes
and projects yet to start, I look forward to working with you to deliver
successful outcomes.
3. Communication
Communication2
Communication is the means by which information or instructions are
exchanged. Successful communication occurs when received meaning is the
same as the transmitted meaning.
Personal Communication3
Personal communication describes the essential aspects of effective
communication. Both the content and the means of communication (tone of
voice, channel and amount of information) have to be clear and appropriate
for the target audience
Lipsmackin' thirstquenchin' acetastin' motivatin' goodbuzzin' cooltalkin'
highwalkin' fastlivin' evergivin' coolfizzin' Pepsi4.
Is from an advert of the 1970’s promoting Pepsi Cola explaining 10 things

Pepsi Cola does.
At project initiation I am often asked why we need to develop a
Communication Strategy. Consider the following 52 different ways to
communicate (as of November 2016)
Work email, Gmail, Outlook.com, Yahoo! Mail, snail mail, courier,
WhatsApp, Snapchat, Facebook, Facebook Messenger, Instagram, Skype,
WebEx, Facetime, landline audio, personal mobile phone, work mobile
phone, text message, iMessage, picture message, video message, voice mail
message, conference calls, face to face meetings, town hall meetings, stand
up meetings, sit down meetings, meetings in the corridor, water cooler
meetings, project reports, posters, flyers, handouts, brochures, pamphlets,
booklets, newsletters, bulletins, YouTube, Dailymotion, Vimeo, Yammer,
websites, SharePoint, Google Docs, Google Sheets, OneNote, wikis,
LinkedIn, Xing, Tumblr and digital signage.
The success of a project ultimately relies on those who will be using the
solution. They need to be properly engaged and informed.
So that why it’s best to discuss how to effectively communicate, and why we
need to agree a Lipsmackin’ Communication Strategy at project initiation.
5. Article 19: Freedom of Expression
The Universal Declaration of Human Rights (UDHR)5 is a declaration
adopted by the United Nations General Assembly on 10 December 1948 at
the Palais de Chaillot, Paris.
The Declaration arose directly from the experience of the Second World War
and represents the first global expression of what many people believe to be
the rights to which all human beings are inherently entitled.
Article 19 of the UDHR6 says
Everyone has the right to freedom of opinion and expression; this
right includes freedom to hold opinions without interference and to
seek, receive and impart information and ideas through any media
and regardless of frontiers.
When we are designing a solution to a business problem we need open
dialogue, discussion of the business need and ‘freedom of opinion and
expression’. This is easier said than done.
In a workshop environment it might not be possible, for individuals are
fearful of political backlash. There may be dominant characters whose
approach is confrontational and aggressive, who will shout down other ideas
and opinions. Alternatively the group could contain a number of introverts,
individuals who are shy and reticent. They may well have much to offer in
terms of systems design, yet will not contribute in an open forum.
In the Art of War, Sun Tzu said ‘Supreme excellence consists in breaking the
enemy's resistance without fighting’. Instead of going into battle with
dominant individuals, or seeking to extract information from an introvert in
an open session, we need to find a way of working with them.
Alternatives to open workshops could be one to one interviews, small focus
groups, conversations using the Chatham House Rule7, subjects-in-tandem,
surveys and questionnaires, work sampling and so forth. In doing so we are
able to provide an opportunity for ‘freedom of opinion and expression’
irrespective of the types of character involved.
What if we wrote our executive summary in Shakespeare’s English?
The text below is taken from an Executive summary of a business case
justifying the implementation of the spend control solution Proactis. It has
been converted into Shakespeare’s English8.
The client hast did identify the needeth f'r a spendeth control solution and the
Proactis solution hast been evaluat'd during a number of presentations.
Proactis is the market leading solution and whilst independent of the finance
solution, Microsoft holp fund the development of an integration bridge
between Proactis & Dynamics GP (the finance application hath used by the
client f'r many years), indicating Microsoft’s recognition of the importance of
Proactis to fulfil spendeth control requirements.
Proactis is fully web-based, offering the client the opportunity to maketh the
entire process from charge requisition to invoice payment much moo efficient
whilst eke eliminating excessive pap'r flow. one key area whither these
efficiencies can beest seen early into the roll-out is the ability f'r users to
approve invoices only by exception. coequal those invoices requiring final
approval art did manage electronically offering the end-user full visibility of
the purchase history and audit trail on-line simplifying the process greatly.
Having did identify Proactis as a valorous fit f'r the client, a short project hast
been undertaken to buildeth the business case and confirm the feasibility of
implementing Proactis.
There is much to be learned from Shakespeare’s use of language. An original

sentence starting ‘Having identified Proactis as a good fit for the client’ is
now converted to ‘Having did identify Proactis as a valorous fit f'r the client’.
The Thesaurus in MS Word suggested instead of valorous words such as
‘noble, intrepid, courageous, heroic, gallant, fearless’.
For our future documentation, let us bring life to the words as Shakespeare
did.
For Proactis is a noble fit, delivered by a courageous group of gallant
and honourable folk, who will deliver considerable benefit to you and
your good people.
And gentlemen in England now a-bed, Shall think themselves accursed
they were not here9, to deliver the Proactis with good cheer.
Definition
On typing into Google10 ‘the definition of meeting’ it provides the answers
1. an assembly of people for a particular purpose, especially for

formal discussion
2. a situation when two or more people meet, by chance or
arrangement
In business the term is used very generically. Yet is this just laziness?
Synonyms
The synonyms Google quotes include:
gathering, assembly, conference, congregation, convention,
summit, forum, convocation, conclave, council of war; caucus;
consultation, audience, interview, encounter, contact, introduction,
appointment, assignation, rendezvous, tweetup, tryst.
Microsoft Word thesaurus also offers up for the word meeting
seminar, consultation, Get-together, gathering, reunion, gathering,
appointment, engagement, discussion, seminar
A total of 32 different terms to use instead of meeting.
Are you thinking so what?
Semantics are important. Instead of saying ‘We will have a meeting’, let us
use the richness of the English language to propose
We will have a consultation

We will have a discussion
We will have a seminar
We will have an argument
We will have a get-together
We will have a planning council
Something with more substance than just saying the word ‘meeting’. It will
focus the mind on what the purpose is, and move away from the mundane ‘I
am in a meeting’.
8. Project communication and Transport for
London
Travel on a Transport for London Metropolitan line train to learn about how
to effectively communicate. Prior to getting on the train look around the
platform. There will be a Transport for London (TFL) Tube Map showing the
full extent of the London Underground Network. Above the platform, a dot
matrix indicator will show the next one, two or three trains, the number of
minutes to wait before their expected arrival and the train’s ultimate
destination. During peak times, a member of TFL staff will announce the
arrival of the train and advise when it is to depart and the doors closing.
On joining the train you will see maps of the line, and as the train goes on its
journey there are audio announcements of the next station to be arrived at. On
arrival there is an announcement at the station of its name, together with the
ultimate destination of the train. If the train is stopping at an interchange with
other lines or a mainline station further information is given. A dot matrix
indicator will also show the destination of the train and also the name of the
next station. Should there be delays on the line, the train driver makes
announcements to keep the passengers informed.
The web site, www.tfl.gov.uk, has a journey planner and up to date
information about the status of the individual train lines. TFL also provide the
ability to subscribe for mobile text alerts as to delays on your journey to and
from work.
So what can we learn from Transport for London for our project
communication strategy?
1. Who are we communicating to?

a. Those inside the project team
b. Those directly affected by the project
c. Interested parties
d. External stakeholders
2. What do we need to communicate?

a. The progress of the project
b. The ultimate go live date
c. The next key milestone dates
d. Any deviations from the plan
3. How often to communicate?

a. At project initiation
b. Daily / weekly / monthly
4. What method of communication is required?

a. Visual such as posters – important for those who
are deaf or hard of hearing
b. Audio announcements – important for those who
are blind or partially sighted
c. Web sites
d. Text alerts
e. Town hall meetings
5. Where does the communication need to be located?
a. In the office
b. On a web site
c. Available on the mobile phone
d. By email
6. What resources are required to deliver the communication?

a. Project manager
b. Project team
c. External individuals
Six simple questions to answer.

The Pilot’s Mantra
Airline pilots are taught the mantra ’Aviate, Navigate, Communicate’11. It
stands to reason that they are there first and foremost to fly the plane and
keep it in the air. Secondly, they need to navigate the plane to the target
destination, and then to communicate with those who need to know what the
status is, how the flight is progressing, any issues and so forth. For those
interested in the eloquence of this, three is the magic number of literary
composition12.
The Project Manager’s Mantra
Now what about when it comes to project work? I suggest an alternative
mantra:
‘Communicate, Motivate, Collaborate’
The first thing to do is to Communicate. Project planning requires
communication, risk management requires communication, issue resolution
requires communication, stakeholder management requires communication.
As project managers it can’t be denied that excellent communication skills
are essential and we must use them.
Next the team needs to be Motivated, to have drive and determination. If they
do not have fire in their belly, it needs to be lit. John Kotter says
‘Establishing a sense of urgency is crucial to gaining needed co-operation’13.
Let us inspire, encourage, embolden, and fire up the team to deliver.
Collaborate means to work together. Having communicated what needs to be
done, motivated the team with the desire to deliver, we collaborate together,
to complete the work successfully.
Conclusion: three powerful words

Pilots
Aviate, Navigate, Communicate,
Project managers
Communicate, Motivate, Collaborate
Individual Competence Development14
Motivation theory and current research results show that individuals strive to
develop their competences in order to perform better in their current position,
to get more and more interesting tasks and to enhance their career
opportunities. Project, programme or portfolio – related work is based on
collaboration with team members from all kinds of disciplines, internal and
external parties (such as clients and suppliers), and therefore competence
development happens in such collective settings. Project experience adds to
the competence of every individual and also to the teams and organisations as
social systems.
Knowledge15
Knowledge is the essential element for the creation of successful physical and
virtual products and services. It can be viewed as an organized set of content,
skills, and capabilities gained through experience as well as through formal
and informal learning that organizations and practitioners apply to make
sense of new and existing data and information. It can also exist as previously
analyzed and formatted lessons and stories that are already adaptable to new
situations.
Marriages may come and go, but the game must go on.
Felix Unger, The Odd Couple
These immortal words, from the film The Odd Couple16, are in reference to
the game of poker. For those of you who play poker you will have heard of
the concept of the continual game. The game never ends, we are merely
players who join and leave at different points in our lives. It is not a new
game, it is a learning experience with different players. The rules remain the
same. The opportunity is there to win or to lose. How well we play is up to
us.
Project work is the same. Individual projects may have a start and end. Yet
those working in the field of programme and project management will
understand that this is a continuum. The start of a project may be new to
some, yet for us it is an introduction into that game, the great project game.
Around the table are the players. We bring our experience, our knowledge,
our mental game, our intellect. Project initiation should enlighten us to who is
involved, what are the stakes, the rewards, the risks, the costs of failure.
The project is in progress and there are problems: in poker there are bad
beats. Those times when the cards turn against us. Do we fold, walk away
like a spoilt child in anger, throw our toys out the pram? A good player
recognises a bad beat when it happens and deals with it. Keep playing quality
poker.
In projects there are times when the Black Swan events occur17. Those
unexpected things that could not have been predicted. The project is brought
to a halt, the team get panicked, the project executive is worried. What do we
do? We continue to be professional, to play the highest quality project game.
Panic and the hole gets deeper. Stand back and reflect, regroup, re-motivate,
regain trust, restart, and the journey continues.
It is mental strength that is required, a strength of character to keep going.
Epictus said
‘Circumstances don’t make a man, they only reveal him to
himself’.
What will we learn during that project about our fellow players? They come
from a spectrum starting with the strong, those we can rely on, in who we can
trust; the weaker players who need support in times of trouble; and at the
other end, aggressive confrontational individuals who are trying to hide their
insecurities.
Experienced poker players will see them around the table. Project
professionals will have encountered them in the project team. Irrespective of
where they are, our responsibility is to continue promoting the highest level
of professionalism. Keep playing a good game, and when the next project
(game) comes along, to join bringing our improved skills and experience to
the table.
12. Training: the wider context for delivering
improvement
It’s important when creating a training programme to consider the
organisation’s strategy for improving employee skills and capabilities.
For example when looking at software training you can look at the required
skills from two perspectives:
The first relates to the software functionality, and how to

effectively use the software solution that is being implemented.
The second, and most importantly, is to recognise that the software
is used as part of a wider organisational objective to improve
operational efficiency and effectiveness. The individual’s role in
the organisation does not sit in isolation. The software is an
enabling tool and the training needs to focus on the wider context,
the bigger picture
I’ll use a real-world example, which is Supplier Engagement and Supplier
Relationship Management (SRM). It is part of the Proactis solution that we
deliver and it provides information about the organisation’s supplier base.
In engaging with the suppliers there are skills required to develop effective
relationships. Beyond training on the software itself, there also needs to be
training on working with suppliers including collaboration, joint ways of
working and how to improve co-operation.
When recommending training approaches, the train-the-trainer proves to be
cost effective. It is there to equip key individuals, who are likely to be subject
matter experts in the role, to understand the implications of the software
solution. They are then able to provide an enhanced level of training to the
end users, covering both the software functionality (which an application
trainer would give), and the contextual content relating to the organisation’s
current and future business processes.
The location of the training again is context specific. One-on-one training
might be best at the person’s desk, using their own work as relevant and
applicable examples. Classroom style training, where there are groups of up
to eight people who need to be brought together into a single location, is the
traditional method that is thought of when referring to training.
More recently the use of social media and other technologies have enabled
training to move to more of a ‘self serve’ approach. Recording webinars,
screen shots with voice overs and posting these on intranets, extranets,
YouTube and other such sites allows for cost effective distribution of
learning material. There is still a place for printed material, whether this is
one page handouts, printed manuals, or a combination of the two.
In my experience, early on in the project the training strategy has to be
prepared and agreed. This will cover who needs to be trained, what are their
current skill sets, what future skills do they need, where are they located (to
understand geographical considerations), what type of training might work
best for them (self learning, one-on-one, classroom) and who is to give the
training.
By considering training in this wider context of the overall organisational
objectives, we can raise the operational efficiency and effectiveness – using
the project as the mechanism for managing and delivering this improvement.
Governance18
Governance relates to the set of policies, regulations, functions, processes,
procedures and responsibilities that define the establishment, management
and control of projects, programmes and portfolios
Culture19
Culture in a corporate context can be defined as a combination of the values,
attitudes and behaviours manifested by a company in its operations and
relations with its stakeholders. These stakeholders include shareholders,
employees, customers, suppliers and the wider community and environment
which are affected by a company’s conduct
In July 2016 the Financial Reporting Council (FRC) published ‘Corporate
Culture and the Role of Boards20’.
In the Executive Summary it notes:
Culture in a corporate context can be defined as a
combination of the values, attitudes and behaviours
manifested by a company in its operations and relations
with its stakeholders. These stakeholders include
shareholders, employees, customers, suppliers and the
wider community and environment which are affected by a
company’s conduct
The report references the UK Corporate Governance Code21 which states:

One of the key roles for the board includes establishing the culture,
values and ethics of the company. It is important that the board sets
the correct “tone from the top”. The directors should lead by
example and ensure that good standards of behaviour permeate
throughout all levels of the organisation.
Project Governance & Culture
Project Governance is a subset of Corporate Governance. The Project Board
will need to consider the culture of the project. What is the ‘tone from the
top’ of the Project to those individuals who are in the project team, and the
wider community who are affected by the project outcomes?
In the delivery of business solutions we need to encourage open dialogue.
This starts pre-project with the preparation of the business case. What are the
benefits required to be delivered? Where are there organisation issues that
need addressing? Does the organisational culture need to change?
During project delivery there will be design discussions and development of
business process changes. Each one to be considered and probed in depth.
Consultation, cross hierarchy process reviews22 and debate are important to
look at the bigger picture.
User Acceptance testing should involve a representative set of individuals,
who can provide open feedback on what is encountered. On go live, issues
identified need to be fed back quickly and managed.
Conclusion
Culture is much more about people than it is about rules. Codes of conduct
are a baseline; a culture is created by what you do rather than what you say.
‘The alignment and consistency of behaviours of leaders, and how they
communicate through words and actions is the essential starting point’23.
What is the ‘tone from the top’ that will be set for your project?
For business solutions projects it needs to be one of open dialogue, leadership
during delivery, and recognition that everyone has a contribution to make.
15. The Scapegoat
‘The Scapegoat is a painting by William Holman Hunt which depicts the
‘scapegoat’ described in the book of Leviticus’24.
At a project initiation meeting one of the first slides I presented had a picture
of this painting. The purpose was to explain that if you want blame someone
then it is this goat, otherwise it is your responsibility to deliver or advise what
is preventing you from working. There will be no finger pointing or blaming
of others. We are professionals and should work in a responsible way25.
As a manager it is our duty to bring together the team and give them the skills
and the opportunity to deliver. If there are obstacles preventing this, to see
how these can be moved.
Yet what if an organisation has a culture of blaming others, of picking on
those who are seen to be weaker, and management not dealing with this?
Well why not create a specific job of Scape Goat?
Job Description: Scape-goat
Job Brief
We are looking for a particular type of person. This individual will be
employed on the project to take the blame for the wrongdoings, mistakes, or
faults of others. On every project there are those individuals who will find
excuses for not getting work done. For reasons of expediency, and to avoid
management having to deal with those suffering from laziness, torpor,
lethargy, indolence, slothfulness or excusitus26, this role has been created.
You might also be referred to as the whipping boy where you will be held
responsible for the incompetence, ineffectiveness, stupidity and uselessness
of others.
Responsibilities
To take the blame

To apologise for the incompetence and indifference of others
To identify failings in the project and make it look as if it was
your fault
To be available at all times of day or night to pick up the phone
to ask for forgiveness.
To be contrite
To be apologetic
To be remorseful
To be sorry
To show penitence
Skills
The scope of this role is not limited to project work. Whilst at the company
you will also be blamed for poor sales performance, the missing of sales
targets, lousy customer service, and the incompetence of management.
Reporting to
You will have no line manager for they cannot be held responsible for your
actions. This is a standalone role.
-----------
Conclusion
Project are challenging. A blame culture and finger pointing does not work. It
is destructive and demotivating. Projects require a team of people who will
work together and can depend on each other.
At project initiation we need to emphasise the importance of having a
cohesive group who are there to deliver and be successful. A group who
know and can see they have the visible support of the senior management.
Motivation27
To get optimal team performance it is crucial to understand the motivation of
team members. To get there the individual has to spend time with people in
order to understand who they are and what makes them tick. The individual
should keep in mind that values, experiences and goals of others might be
very different from his or her own.
It was the best of times, it was the worst of times,
it was the age of wisdom, it was the age of foolishness,
it was the epoch of belief, it was the epoch of incredulity,
it was the season of Light, it was the season of Darkness
it was the spring of hope, it was the winter of despair,
we had everything before us, we had nothing before us,
we were all going direct to Heaven, we were all going direct the other
way
Charles Dickens wrote these words in A Tale of Two Cities (1859). ‘.. it
tells the story of two men, Charles Darnay and Sydney Carton, who look
similar but are very different in traits28.
As we approach a new project how do we view the challenge ahead? What
are the traits that we bring?
A positive outlook, seeing light, It is doom, gloom and negativity.
hope, and belief in our abilities to There is no hope and no ability.
deliver
The opportunities are endless. We don’t have the time or the
inclination to look for opportunities
There is the prospect to bring in new New ways of working never worked
ways of working: to remove the before. The team are lazy and only
mundane, the monotony and replace deserve mundane work. No point in
it with something interesting and trying to make it interesting
stimulating.
In working with our colleagues, we Indifference, intolerance, apathy
will develop our skills in people and lethargy persist. The
management, empathy and intimidators, oppressors and
understanding. Inclusion, discussion aggressive ones will not change.
and consultation is the new way.
The project journey may be a Don’t waste my time.
challenging one, yet it is worth it.
‘The Blues Brothers29 is a 1980 American musical crime comedy film
directed by John Landis. It stars John Belushi and Dan Aykroyd as "Joliet"
Jake and Elwood Blues. The story is a tale of redemption for paroled convict
Jake and his brother Elwood, who set out on "a mission from God" to save
from foreclosure the Catholic orphanage in which they were raised’
Jake and Elwood Blues go to the Triple Rock Baptist Church where they hear
the Revered Cleophus James (played by James Brown) preaching. The
Reverend is an inspirational and motivational speaker, raising the energy
levels of the congregation who commence dancing, singing and running
around the church almost to fever pitch, praising the Lord.
It is during this sermon that Jake has an epiphany realising the way to save
the orphanage is to re-form the band. They are then on a ‘mission from God’
and nothing will stop them.
The International Project Management Association publish an Individual
Competence Baseline (ICB)30, currently in its fourth edition.
Section 4.4.4 of the ICB is Relationships and Engagement.
‘The Purpose of this competence element is to enable the individual
to build and maintain relationships and to understand that the
ability to engage with others is a precondition for collaboration,
commitment and ultimately performance’.
On reading this can sound a little dry and uninspiring. However it just needs a
little interpretation.
James Brown was only in the film for a few minutes. Yet it was his
motivational speaking, his energy and repetition of the words ‘Do you see the
light?’ that inspired the epiphany in Jake. Once engaged Jake and Elwood
were committed to deliver.
So for your next project consider how will you engage with your team ‘to see
the light’ and commit them to high performance, irrespective of the obstacles
ahead.
A question asked by those thinking of coming into the profession.
Programmes and projects are not easy. They are challenging endeavours
requiring determination, tenacity, drive, energy, a range of technical skills,
people skills, subject matter expertise, and so the list goes on. We must ask
‘Is there something more to consider?’
‘George Herbert Leigh Mallory (18 June 1886 – 8 or 9 June 1924) was an
English mountaineer who took part in the first three British expeditions to
Mount Everest in the early 1920s31’. In his book Climbing Everest: The
Complete Writings of George Mallory, he writes32:
“How to get the best of it all? One must conquer, achieve, get to
the top; one must know the end to be convinced that one can win
the end - to know there's no dream that mustn't be dared. . . Is this
the summit, crowning the day? How cool and quiet! We're not
exultant; but delighted, joyful; soberly astonished. . . Have we
vanquished an enemy? None but ourselves. Have we gained
success? That word means nothing here. Have we won a kingdom?
No. . . and yes. We have achieved an ultimate satisfaction. . .
fulfilled a destiny. . . To struggle and to understand - never this last
without the other; such is the law. . .”
So why be a project professional?
George Mallory said
‘It is not the mountain we conquer, but ourselves’.
Consider your programme, your project, as your mountain to be conquered
and
‘to be convinced that one can win’.
“Throughout the centuries there were men who took first steps down
new roads armed with nothing but their own vision. Their goals differed,
but they all had this in common: that the step was first, the road new, the
vision unborrowed, and the response they received — hatred.
The great creators — the thinkers, the artists, the scientists, the
inventors — stood alone against the men of their time.
Every great new thought was opposed. Every great new invention was
denounced. The first motor was considered foolish. The airplane was
considered impossible. The power loom was considered vicious.
Anaesthesia was considered sinful. But the men of unborrowed vision
went ahead. They fought, they suffered and they paid. But they won.”
Ayn Rand, The Fountainhead33
Projects and programmes involve creating something new. It may require

pushing back the boundaries of thinking, to stretch the imagination, to
challenge current methods and best practice, to change behaviours. We need
to remember the words of Ayn Rand when we commence our journey.
It takes courage to stand alone, against a tide of negativity and
denouncement.
To help overcome this we put together a Project Structure. The PRINCE2
Project Board consists of a series of roles, Executive, Senior User, Senior
Supplier. According to the PRINCE2 Manual ‘The Executive, supported by
the Project Manager, is responsible for agreeing a suitable team structure and
tailoring it to the project’s size, risk and complexity’34.
We make recommendations on a Project Board structure based on the
business systems areas being affected by the Project. For example an
implementation of the finance system would include
Project Executive: The Finance Director or Chief Finance

Officer
Senior Users: The Financial Controller, The Head of IT
Senior Supplier: TouchstoneFMS
For a Spend Control only project covering purchase to pay:
Project Executive: Head of Purchasing / Head of Procurement

Senior Users
Purchasing manager
Financial Controller / Accounts Payable manager
The Head of IT
Senior Supplier: TouchstoneFMS
Selection of the respective Project Board members requires the identification
of those with sufficient seniority to take decisions, understand the business
area being changed, appreciate the contents of the project business case and
can defend the project.
This last item, defence of the project is important. All members of the project
team are there to defend the project; the customer and the supplier are on the
same team, working together to realise their respective business cases. Each
supporting the other to deliver the required output or outcome. So at the end,
others will look back and say
They fought, they suffered and they paid. But they won.
The Master of Photography is a TV series showing on Sky TV35, There are a
number of contestants who compete for a winning prize of €150,000. The
challenge each week is to take photos based on a theme. During an episode,
Oliviero Toscani, who is one of the judges, critiqued a photo and said it was
banal. A review of the thesaurus in MS Word gives alternatives to banal of
commonplace, trite, hackneyed, predictable, facile, trivial to name a few.
Projects can be of a similar nature such as an upgrade to a finance system, a
new implementation of a spend control solution, a revision to the chart of
accounts to improve reporting. At first sight they look the same as previous
projects. The software solution and version has been implemented many
times; the design of the chart of accounts means having a design workshop, a
reporting review, data migration assessment, configuration and testing. There
is a focus on getting things done quickly, reducing the time to go live. Every
cost estimate is reviewed carefully and questioned. ‘Can you do things
quicker? we are asked. By using previously prepared documentation this does
reduce the level of rework. Meeting agendas, masterclass definitions,
common work breakdown structures do have their place.
Yet the danger is that it ends up as colours by numbers, a banal project.
We must remember that projects are about people. The people will be
different. Their environment has its own esoteric issues to consider. There
may be cultural implications, governance structures that look the same but are
not, political issues to uncover. The training could range from insignificant to
an all-encompassing approach including providing skills outside of the
software functionality.
Our challenge is to take each project as a unique, innovative, pioneering
original event; to be creative in the way that we approach the project, the
people, the environment. Certainly we bring to the table previous lessons
learned, and they may have been learnt the hard way. However what did not
work elsewhere does not mean it should be discounted before at least some
initial discussion.
It will be harder work mentally as assumptions are challenged, areas are
probed and questioned. Yet the end result should be something we are proud
to put our name to.
What do we choose, Banal or Creative?
22. Newton’s Laws of Motion and project
momentum
Newton’s First Law of Motion states that "every object in a state of uniform
motion tends to remain in that state of motion unless an external force is
applied to it36
Consequently
An object that is at rest will stay at rest unless a force acts upon it.
An object that is in motion will not change its velocity unless a force acts
upon it37.
Projects
Deriving from Newton’s First Law of Motion, we can state:
An individual that is at rest will stay at rest unless a force acts upon it.
An individual that is in motion will not change its velocity unless a force acts
upon it.
The purpose of the project is to produce change. The purpose of the
programme is to realise outcomes. To realise these we need to bring a force
to bear on the individual / the organisation. How much force is required? This
is where Newton’s Second law of motion applies.
Newton’s Second Law of Motion
We want to bring about change, a change in behaviours, a change in working
practices, a change in direction. According to Newton’s second law of motion
we need to bring a net force to deliver this change. The larger the mass (i.e.
the larger the organisation) the more force is required. The bigger the change
in direction may require more than one force to be applied. Once the change
has commenced the force needs to be maintained otherwise momentum is
lost, or increase the force to increase acceleration.
Conclusion
How to bring about this force? John Kotter identifies an 8 step process for
leading change38.
1. Create: Sense of Urgency
2. Build: Guiding Coalition
3. Form: Strategic Vision & Initiatives
4. Enlist: Volunteer Army
5. Enable: Action by removing barriers
6. Generate: Short term wins
7. Sustain: Acceleration
8. Institute: Change
People are not machines. They can be irrational and behave in ways that
appear illogical.
Whatever the force is that prevents momentum (e.g. inertia, indolence,
apathy, lethargy, laziness, torpor), remember Sir Isaac Newton’s classical
mechanics, a force needs to be applied. John Kotter gives us eight steps to
follow to apply this force.
Do you see the light?
Do you see the light?
Have you seen the light?
James Brown as Reverend Cleophus James39
In January 2017 I was invited to join one of Eddie Obeng’s Pentacle40

Presentations using the QUBE41 virtual solution. In advance of the
presentation time was spent learning how to navigate the software and on the
day in question I duly connected in. My thoughts were that this was to be
another Webinar type presentation, a few polls, interaction using a chat box,
and at the end the presentation made available as a recorded session.
How wrong could I be? The QUBE Learn + Do Ware opened my eyes to the
opportunities to have meaningful discussions in a virtual environment. The
ability to ‘sit round a table’ and have conversations with individuals who
have connected across the world was engaging. Joining white board sessions
to share thoughts such as ‘Hopes and Fears’ using virtual Post-It notes,
brought life to the warm up before a presentation. During the presentation
there were breakout sessions where particular items could be discussed, and
feedback then provided to the presenter.
February 2017 and Eddie had invited me to run a session. The subject being
the alignment of Social Media with project and programme management. I
had given this presentation on a number of occasions, yet this was to be
different. No more talking through a series of PowerPoint slide. Instead
QUBE was there to enable an engagement with the audience. Questions can
be asked of them, and of me; points of clarification sought. Part of the
presentation was about the importance of speaking clearly. We were able to
practice together vocal warm up exercises. One of the attendees explained
that they used QUBE to develop documentation. Virtual sessions replaced the
reliance on email and travel to meet people. Documentation was prepared
interactively which overcame the issues of configuration management and
version control, of getting items read and reviewed.
Interaction, communication, sharing of ideas, white boards, post it notes,
presentations, breakout areas, communication across the world. Prior to
joining the session in January, like Jake Blues, I was sceptical. January the
light shone on me, February and I had ‘seen the light’.
In the film the Blues Brothers, James Brown is asking the question ‘Do you
see the light?’ The light has turned on in my mind the potential of QUBE
Learn + Do Ware and virtual environments. The next challenge is to bring
this epiphany to a wider community.
Interpersonal Skills42
Interpersonal skills are the means by which people relate to, and interact with,
other people.
Anger and aggression sometimes seem to be protective because they
bring energy to bear on a particular situation, but that energy is blind. It
takes a calm mind to be able to consider things from different angles
and points of view.
Dalai Lama
Projects that are delivering new ways of working, new approaches to
business process, looking at end to end systems thinking require creative
thinking. To do this our team members need to be given the opportunity to
reflect and consider, to work in an environment that encourages this.
‘Teresa Amabile, a psychologist at the Harvard Business School, describes
four “creativity killers”, each of which constricts working memory, the
mental space in which brainstorms occur and creating flourishes, and
squelches risk taking”43:
Surveillance: Hovering and constant scrutiny. This stifles the

essential sense of freedom needed for creative thinking.
Evaluation: A critical view that comes too soon or is too intense.

Creative ideas should be critiqued – not all are equally good and
promising ones can be refined and honed by helpful criticism – but
evaluation is counterproductive when it leads to a preoccupation
with being judged
Overcontrol: Micromanaging every step of the way. Like
surveillance, it fosters and oppressive sense of constriction which
discourages originality.
Relentless Deadlines: A too-intense schedule that creates panic.

While some pressure can be motivating and deadlines and goals can
focus attention, they can kill the fertile “off time” where fresh ideas
flourish’.
Consider the projects and environments you have worked in. Have you
encountered one or more of these creativity killers? For Project Managers
how you could remove these?
Surveillance: Management should be by exception. The

parameters in which the project is running (time, cost, risk,
quality, etc) are identified at the start of the project or the start of
a Stage. Leave the team to work within these parameters.
Evaluation; How do you evaluate work? Individuals have
different styles and approaches. Those who are good at generating
new ideas may prefer to work alone44. Perhaps they are
introverted and find it difficult to present, in open forum. Those
attending the review need to be aware of their own styles.
Confrontational, in your face, aggressive characters may be best
excluded. The review team made up of those who know how to
evaluate constructively.
Overcontrol: What is the reporting style that is requested? Is it
daily reviews? Are you constantly asking for percentage
complete, estimated days to complete, and an updated risk
assessment? An end of week review might be better. Reviewing
progress and then having the weekend to reflect allows the brain
time to reflect over the following weekend. If the review is on a
Monday morning, then individuals may spend the weekend
worrying about what will be said. Creativity is further reduced.
Relentless Deadlines: Projects are about deadlines. When do we

start? When do we finish? How quickly can you get the work
done? Can we start something else sooner? Can we bring forward
the go live date? There might be a large white board with a
countdown showing how many days to go? The watercooler talk,
project reviews, and visual aids all focusing on the deadline.
Agree with the team realistic deadlines, and then why not leave
them to get on with the work?
Conclusion
A purely technical project, akin to painting by numbers, may not require
much creativity. It does need a productive team, one who can be focussed on
the task at hand. If they spend too much time worrying about what will be
said, the timelines involved, then little or nothing will be achieved.
Micromanagement, over-control, harsh evaluation, and relentless deadlines
are all crimes against creativity.
Let us be innocent of these crimes and give our teams the opportunity to be
creative, original, innovative, pioneering and inventive.
‘A fighting director is charged with mapping out and overseeing staged
combat in a film, play or other performance. These directors, also known
as fight directors or fight choreographers, are experts in making fighting
look realistic while keeping it safe for the actors and other participants.
As a result, they work with the production's director to ensure the best
possible look to anything from a fistfight to a gun battle’45
Conflicts arise during project work. It could come in the form of simmering
discontent between individuals from the past that have never gone away.
Changes can bring uncertainty and job insecurity.
Design workshops and open discussion about new ways of working can be
difficult for those involved. Individuals who are not eloquent may find
themselves at a disadvantage. Whatever it is, when conflict does arise it needs
to be dealt with.
Project professionals need the skills to be able to deal with conflict and crisis.
What skills are required is given in Section 4.4.7 of the IPMA Individual
Competence Baseline46. It states the purpose as:
To enable the individual to take effective action when a crisis or clash
of opposing interests / incompatible personalities occurs
The description notes that
‘The individual can use a variety of means for reacting to potential or
actual conflict and crisis, for example collaboration, compromise,
prevention, persuasion, escalation or the use of power’
As Project professionals we are there to deal with conflict and crisis, not as
Fight Directors to oversee and direct the ensuing battle, enticing as that may
appear to be.
My plans are not working
Have you worked on a project where you produce a plan, issue it out, then
little happens. So you revise the plan, put in more detail, clarify exact
periods, start times and end times, specific individuals, with ever increasing
levels of granularity, and still there is no progress? Yet the plan is detailed,
precise, exact, meticulous, and particular.
Precision & Exactitude
We see all around us ever greater levels of precision. A mobile phone can
now tell our exact location. My desk, which is located at TouchstoneFMS
Ltd, Triton Square*, London is North 51 Degrees, 52 minutes 55.299 seconds,
and West -0 degrees, 14 minutes 05.259 seconds47.
Apps are available for tracking, for scheduling, to do lists, driving directions,
travel alerts, banking for immediate access to the account balance, health and
fitness showing distance, average pace, maximum pace, average speed,
maximum speed, calories and so forth. The lists in the different App Stores
appear to be endless. This technology can create a false sense of security; that
we know where we are and where we are going.
* As of the time of writing this book

Project Management
A project plan, prepared in a tool like Microsoft project, has settings for start
time, end time, hours in the day, and working days in the month. Durations
can be entered in months, weeks, days, hours or minutes. The calendar can be
configured as Gregorian, Hijri, or Thai Buddhist. Activities can be scheduled
with successor and predecessors defined. The baseline set and the actual start
and actual finish compared against the baseline. Resource assignments as full
day or part of a day with % allocation. Today’s activities pushed out by
email, calendars updated automatically. Timesheets are completed and the
actual time compared to the planned time.
For some projects, those akin to painting by numbers, this is appropriate. You
follow a fixed routine, a set of activities one after the other. All the
deliverables can be listed, the resources identified and the end goal defined.
These projects appear to be easy. The methodology works so we convince
ourselves it can be used elsewhere. Yet this is not the case.
Complexity
In project management there are different types of complexity48, one of which
is ‘Socio Political’. This ‘is about soft skills, relationships, personalities and
behaviours that arise under stress. It’s not obvious how to manage a group of
clients and stakeholders who change their minds and who behave in infinitely
complex ways, especially under pressure’49.
Soft skills are the hardest skills.

Ever greater levels of detail in a plan, tracking of actual time, setting of
constraints, defining deliverables like a Hayes Manual is not appropriate
where there is Socio Political complexity. What is required are a different set
of skills. There are the terms ‘soft skills’ and ‘hard skills’. It is the soft skills
that are the hardest skills to develop. They require emotional maturity,
tolerance, an open mind, mental strength, and a willingness to listen.
What to do?
In the RICS publication Stakeholder Engagement there are ten key
principles50 each with suggestions on actions to take. Three are listed here as
a start point to consider.
Principle 1: Communicate. Investigate people’s preferred method

of communication … and then adopt these accordingly.
Principle 2: Consult Early and Often. Ask questions about who the
stakeholders are and once these have been identified identify their
objectives, success criteria, constraints …
Principle 3: Remember they’re only human. It is important to

operate with an awareness of human feelings and these feelings …
will usually determine the success or failure of the initiative.
Conclusion
‘Treat people … as unique human beings, irrational at times, emotional,
forgetful, with their own agendas, power, and fears. These are people with
whom you can, and sometimes should, have conversations with, who may
pleasantly surprise you with their responses and ideas’51.
Once you have communicated with them, listened, considered, and thought
about how this works in the context of the project, then it is time to start
planning.
Arriving home from a busy day at work, I walk into the kitchen and see a lot
of washing-up in the sink. There are dishes from last night’s dinner, this
morning’s breakfast, lunchtime plates and numerous coffee cups.
A comment is made to my partner ‘There is a lot of washing up in the sink.
(For those who live with someone, this might be considered a provocative
comment in the first instance)’.
This can elicit three responses.
The Parent response: Yes I have been very busy today, can you
help me with it
The Adult response: I know, the prioritisation of the tasks at home,

including baby feeding, washing clothes and shopping meant this
had to wait
The Child response: What do you mean there is a lot of washing-up

in the sink? Do you not realise how busy I have been? Up early this
morning, on my feet all day trying to keep everything under
control, and on arriving home the best you can do is criticise the
state of the house.
Eric Berne52 identified these three ego states as Parent, Adult and Child.
In Project work, understanding the psychology of individuals is important.
What we say can be interpreted in different ways. Consider the question
‘Have you finished reviewing the design document?’ Replies could vary:
The Parent response: Not yet, business as usual priorities have

taken precedence. I will complete the review in the next few days.
The Adult response: Can you help me with some business as

usual work, so I can free up time to complete the review of the
document.
The Child response: Don’t you realise how hard I work. My

manager expects so much of me. Customers are demanding more
and more. I arrive early, leave late, my family do not see me, and
all you are interested in is your design document.
Now we can respond in different ways.
The Parent response: I understand that you are busy. Thank you for
letting me know when it will be completed.
The Adult response: I will arrange additional resources to back fill

your role, so giving you more time to do the project work
The Child response: You think you work hard, look at the hours I
put in and I don’t complain. Just get the documentation reviewed
and shut up complaining.
Communication is a two-way process. There is the sender and the receiver.

What was said might not be heard in the way that it is meant.
A little understanding of psychology could help us frame an appropriate
response. In this way we maintain the relationship and see off a potentially
inflammatory situation.
Integrity53
There needs to be a concerted effort to improve trust in the motivations and
integrity of business. Rules and sanctions clearly have their place, but will
not on their own deliver productive behaviours over the long-term.
Sir Winfried Bischoff
Chairman, Financial Reporting Council
Ethical Behaviour54
The Board needs to show it has zero risk appetite for poor ethical behaviour.
This sends a clear signal. Turning a blind eye to dubious behaviour is very
dangerous.
Sir Peter Gershon, Chairman
National Grid
Personal integrity and reliability55
Integrity and reliability are built on consistency of values, emotions, actions
and outcomes by saying what you do and doing what you are saying. By
using ethical standards and moral principles as a basis for actions and
decisions and by taking responsibility for individual actions and decisions,
confidence is enabled and promoted. The individual is a person to rely on.
In the BBC Television series Only Fools and Horses, one of the lead
characters, Rodney Trotter, finds out his biological father was a man called
Robbie Robdal who his mother had an affair with. At the end of the episode,
Sleepless in Peckham, Rodney asks his brother Derek if he is anything like
his father, to which “Del replies firmly by saying that Robdal was "a
womaniser, a home-breaker, a con-man, a thief, a liar, and a cheat... So no
Rodney, you're nothing like him."56
St Pancras New Church is located next to the Euston Road, in London NW1.
On the walls of the church are a number of monuments with epitaphs. There
is one to William Kitchiner who died in 1827. The monument was erected by
his son.
In the wording it says
Possessing a heart of unbounded kindness united to an intellect of
singular acuteness, diligence and comprehensiveness whose life was an
epitome of that beautiful spirit or Christianity which teaches us to be
humble, lowly, trusting in God.
Projects have a start, a middle and an end. During the project, in particular
when times are difficult, we will encounter different traits and behaviours
from our colleagues.
How will we react in times of trouble? As Epictus said:
‘Circumstances don't make the man, they only reveal him to himself.’
The project will come to an end and after closing the project we may never
see our project team again.
Consider then how will you be remembered? What would your epitaph be if
it were written by the people who worked with you? Will you be remembered
as a Robbie Robdal type character?
Or instead accorded praise similar to William Kitchiner saying you were:
… of good character, hardworking, caring, diligent, kind and respectful of
others, a team player who treated everyone with courtesy and common
decency, professional in every way, a person who others were proud to be
associated with.
The Parable of the Good Samaritan
The parable of the Good Samaritan is a didactic story told by Jesus in
Luke 10:25–37. It is about a traveller (who may or may not have been a
Jew) who is stripped of clothing, beaten, and left half dead alongside
the road. First a priest and then a Levite comes by, but both avoid the
man. Finally, a Samaritan comes by. Samaritans and Jews generally
despised each other, but the Samaritan helps the injured man57.
Project team formation

Projects have a project team, that core group of people who are responsible
for delivery. How was the team put together? A request for volunteers put
out, the individuals had some availability, it was expected that this would be
delivered in parallel with business as usual. In none of these cases were skills
considered.
The project begins. The stronger more vocal team members get involved and
actively participate. Time to get work completed is limited. Milestone dates
are looming and work has to be done.
The culture
What is the culture of the organisation? Is it dog-eat-dog where people will
do anything to be successful, one where to admit failing is career suicide?
Now we might see someone failing, not delivering their work when meant to,
and struggling to survive, to keep up.
What to do?
Viktor Frankl, author of ‘Man’s Search for Meaning’, identified that
individuals have a freedom of choice58, the ability to choose our response to a
situation. He went on to conclude that ‘there are only two races of men,
decent men and indecent’59.
So what do we do when a team member is struggling? Do we criticise them,
make their life more difficult, seeking to make political gain for their
troubles, bad mouthing them to their peers?
Or instead act like the Good Samaritan, offering a helping hand, providing
guidance and support, encouragement and education?
Someday?
Someday we may find ourselves or a member of our family in such a
situation. Would we want the Good ‘Project’ Samaritan to be there, to act in a
decent way?
Planning60
Planning determines what is to be delivered, how much it will cost, when it
will be delivered, how it will be delivered and who will carry it out.
‘Heaven Can Wait61 is a 1978 American fantasy-comedy film. It was the
second film adaptation of Harry Segall's play of the same name. Warren
Beatty plays a quarterback for the American Football team Los Angeles
Rams. His character is involved in a car accident whilst out riding a bicycle.
He gets taken to heaven, mistakenly, by an over-anxious guardian angel.62 He
returns to earth to take on the body of millionaire industrialist Leo
Farnsworth, who has just been murdered by his wife and her lover; much to
their surprise coming back to life.
Whilst in the body of Leo Farnsworth he has an argument with the Board of
Directors of Leo’s company about the importance of future planning. Giving
the analogy of American Football, he explains that when play starts ‘the
quarter back throws the ball downfield to an eligible receiving player’63. Now
if there is no player down the field, they cannot complete the play and will
lose control of the ball.
In project management we can be asked ‘why project planning?’ In American
Football, and also in the UK game of Football, if the ball is passed down the
pitch it needs to be received by someone. How will we know if they are
there? By pre-planning, agreeing who is going to take which position on the
field of play, and whilst the ball is in play their direction of travel.
Project planning involves bringing together the resources. For IT Business
solutions this means people, software, hardware, and infrastructure. The
project plan identifies where the start date is, and the expected finish date.
Like football things may change whilst the project is progressing. Individual
behaviours vary, activities may take longer than planned (Late Finish) or
complete before the expected date (Early Finish). How do we deal with these
changes? In UK Football the term to ‘play to the whistle ’ means ‘to keep
playing until you hear the referee blow his whistle to stop the game’64. It is
not a rule in the game but represents the spirit of the game.
What is the spirit in the project if the work finishes early? To go home and
rest? To deliver more than is in the project business case?
Warren Beatty tells us to plan, to be prepared to catch the ball, to be in the
correct place ready. In UK Soccer we play to the whistle. Project
management involves planning, preparing the resources to move in the right
direction, setting the spirit of the project, and then continuing to deliver until
advised otherwise.
34. The Richter Scale & seismic impact of a day
of work
When planning projects we consider the risks to delivery, the scope of work
and who needs to be involved. Projects may be assessed by size. Big projects
require big plans, many project management days, lots of thought to go into
arranging the resources. This is likely to be the case. Yet what about booking
a single day of consultancy? What could be simpler after all it is just a day?
A real life example

We are providing a technical consultant to connect our Spend Management
Solution across domains, between different public sector organisations, using
the Microsoft Technology Active Directory Federation Services (ADFS).
The connectivity is a critical element of the project delivery.
There are four organisations to bring together.
1. Touchstone Spend Management: providing the technical

consultant and also an application consultant
2. The system provider: a customer of Touchstone Spend
Management who have the software installed
3. The connecting organisation: a new customer of Touchstone
Spend Management who will be connecting to the Proactis
software at the system provider
4. The ADFS technical specialists: an external organisation
providing technical expertise on how to successfully use ADFS to
connect Windows Domains.
Let us identify the individuals by role.
1. Touchstone Spend Management: 4 people

a. Project manager for resource planning
b. Technical consultant for connectivity between Proactis
and ADFS
c. Application consultant to confirm the Proactis software
functions
d. Account manager: to agree commercial terms
2. The system provider: 7 people

b. IT Infrastructure representative to ensure the approach is
consistent with the overall connection
c. IT Network representative to configure the link to an
outside domain
d. IT Security Specialist to agree to the connection from an
outside party and sign off that this will not compromise the
overall security
e. Application user to agree that the connection of the new user
base will not affect current operations
f. Vetting department to confirm the relevant consultants have
passed the required vetting and security procedures
g. Project Executive to give authority for the work to proceed
and the spend of the money
3. The connecting organisation: 7 people

b. IT Infrastructure representative to ensure the approach is
consistent with the overall connection from the
connecting organisations viewpoint
c. IT Network representative to confirm the linking to an
outside domain
d. IT Security Specialist to agree to the connection to an
outside party will not compromise the overall approach
e. Vetting department to confirm the relevant consultants
have passed the required vetting and security procedures
f. Application user to test that the connection to the external
system work
g. Project Executive to give authority for the work to proceed
and the spend of the money
4. The ADFS technical specialists: 1 person

a. Technical specialist to provide specific advice on using
ADFS and connecting two domains
How can we measure this complexity?

By using the Helmsman Scale.
‘The Helmsman Scale is designed to mimic the Richter Earthquake scale in

terms of significance. Projects are evaluated against criteria in five main
areas’65:
1. Context Complexity
2. People Complexity
3. Ambiguity
4. Technical Challenge
5. Project Management Challenge
The Scale notes for Technical Challenge
‘The Technical challenge faced by a project is often given the most
attention. … It is a critical driver of complexity. Helmsman measures
technical complexity by looking at the definition, history of
development and number of core subsystems expected in the final
solution. In addition the previous experience of subsystems integration
is evaluated to understand the complexity challenge of the systems
integration required.’66
The connection may take only a day to deliver. There are 19 people required
to be aligned for this single day to be successful, plus operating systems,
connectivity software, application software and infrastructure.
Typically technical specialists are booked 6 to 8 weeks in advance. Success
and the project continues. Problems and the project is delayed 6 to 8 weeks.
The project business case identified that each 4 week delay cost the
organisation £25,000. An 8 week delay is £50,000.
Now consider as Project Manager reporting back to the Project Board an 8
week delay due to problems with ‘a day of work’. The implications are a
financial cost £50,000.
On what level of the Richter Scale would be their response? Similar to a
Magnitude 5 at 2 terajoules or perhaps a Magnitude 7 at 2 petajoules? Would
the room shake as you gave your presentation?
An earthquake may only take one day, its impact a lot longer to recover from.
When planning remember Charles Richter. Consider the impact of not
planning correctly, and remember to identify who and what is required to
successfully complete each day of your project?
35. Project Managers are Anarchists & Punk
Rockers
Anarchism Project Management
Anti-authoritarianism67: Project management
Anti-authoritarians usually encourages a diversity of
believe in full equality opinion, the right of
before the law and strong individuals to make their
civil liberties. Sometimes point during debate, being
the term is used inclusive of stakeholders
interchangeably with views and thoughts.
anarchism, an ideology Hierarchical authority is
which entails opposing replaced by a matrix
authority or hierarchical structure including the use
organization in the of meritocracy.
conduct of human
relations, including the
state system
Anti-establishment views68: Project management

An anti-establishment questions the established
view or belief is one which views and beliefs. Project
stands in opposition to the delivery may require
conventional social, fundamental change in an
political, and economic organisation and the
principles of a society political structure.
Consensus Democracy69: Stakeholders are identified,
Consensus democracy … consulted and informed.
is characterized by a
decision-making structure
which involves and takes
into account as broad a
range of opinions as
possible…
Direct action70: Direct Project management

action occurs when a involves the setting up of a
group takes an action temporary organisation,
which is intended to reveal the Project, whose role is
an existing problem, to take direct action in
highlight an alternative, or bringing about change,
demonstrate a possible highlight issues, and
solution to a social issue demonstrate alternative
solutions.
DIY Ethic71: The Projects tend to have finite

abbreviation DIY is also resources. Project
widely used in the military Managers have to be able
as a way to teach to make do with what they
commanders or other types have available, be
of units to take resourceful and at times
responsibility, so that ‘roll up their sleeves’ to do
they'd be able to do things the work.
themselves just as a
preparation for their own
future.
Freethought72: Projects encourage
Freethought is a freethought. The open
philosophical viewpoint sharing of ideas. Design
that holds opinions should work brings together
be formed on the basis of disparate views.
logic, reason, and Conclusions are based on
empiricism, rather than reasoning out sound
authority, tradition, or argument, observing
other dogmas events and logical analysis
Not selling out73: In Project management

political movements a encourages openness of
"sellout" is a person or thinking, to look for an
group claiming to adhere optimal answer, not being
to one ideology, only to dogmatic about staying
follow these claims up with a singular approach.
with actions contradicting The end state will be
them, such as a different from the starting
revolutionary group point. To return to the
claiming to fight for a status quo is not an option
particular cause, but
failing to continue this
upon obtaining power.
Question authority74… is Project management
intended to encourage involves the questioning of
people to avoid fallacious authority, the use of
appeals to authority dictatorial approaches is a
failing from leaders.
Social Insertion75: Social Project management

insertion consists simply actively encourages the
of building a base for participation of a wider
anarchist ideas through community. Project team
involvement at rank and members are encouraged
file level over time in to go out and promote the
workplace and community benefits of their project, to
organizations and sell the message that it is
struggles the right thing to do.
Punk Project Management
Punk rock (or "punk") is a Projects are activities with
rock music genre. Punk a short time period, limited
bands typically produced budget, of a political
short or fast-paced songs, nature, and question
with hard-edged melodies authority. They embrace
and singing styles, do it yourself, and
stripped-down distribute information
instrumentation, and often through formal and
political, anti- informal channels.
establishment lyrics. Punk
embraces a DIY ethic;
many bands self-produce
recordings and distribute
them through informal
channel76
Punk politics cover the Project management
entire political spectrum. covers the entire spectrum
Punk-related ideologies of organisational politics.
are mostly concerned with They encourage individual
individual freedom and freedoms and questioning
anti-establishment views. of the establishment.
Common punk viewpoints Activities consist of direct
include anti- action against the current
authoritarianism, a DIY situation, pursuit of an
ethic, non-conformity, objective and not selling
direct action and not out.
selling out.77
36. Risk Definition
Risk Management.
The board has ultimate responsibility for risk management and internal
control, including for the determination of the nature and extent of the
principal risks it is willing to take to achieve its strategic objectives and for
ensuring that an appropriate culture has been embedded throughout the
organisation78.
It is the role of management to implement and take day-to-day responsibility
for board policies on risk management and internal control. But the board
needs to satisfy itself that management has understood the risks, implemented
and monitored appropriate policies and controls, and are providing the board
with timely information so that it can discharge its own responsibilities. In
turn, management should ensure internal responsibilities and accountabilities
are clearly established, understood and embedded at all levels of the
organisation. Employees should understand their responsibility for behaving
according to the culture79.
37. Risk, Captain Kirk, and Good Governance.
‘… I must point out that the possibilities, the potential for knowledge
and advancement is equally great. Risk. Risk is our business. That's what
this starship is all about’80.
Captain James Tiberius Kirk, starship USS Enterprise
Captain Kirk, at the end of talking with his team, closes by saying ‘they could
dissent without prejudice’81
So where are the risks?

At project initiation and during delivery we need to assess and regularly
review risks. We can identify those that are less likely to occur based on our
experience and ask of the project team their views. Yet is the biggest risk a
cultural one?
In a BBC News article published in September 2017 about Northern Rock,
Gary Hoffman who was brought in as Chief Executive of Northern Rock
says:
"The management had completely lost touch with the coal face, and did
not know what was happening. There was an attitude that you did not
question what was going on, which was a tragedy because there were
extremely good people at the bank82."
The content of the programme or project risk register needs to represent
reality, not contain a list of shallow, trite, superficial items that add no
substance and are without gravitas. To do this may require the asking of
difficult questions, and for those asking the questions to be confident they can
do so without fear of retribution or blame from those who now need to listen.
They will require the support of the Programme Executive or the Project
Executive, who themselves will be working within the culture of the
organisation83.
Conclusion
As project professionals, by understanding the corporate culture, we can
assess the project risks in a wider context: working with the Project Board to
create an environment in which it is acceptable for individuals to raise their
views on potential risks, to be able to comment, as Captain Kirk notes
‘without prejudice’. By doing so we are reducing the chance of failure. Risks
can be expected, considered, identified, understood, managed and mitigated.
The project team will have a more realistic assessment of the challenges
ahead and greater confidence in the plans for successful delivery.
If it looks like a duck, and quacks like a duck, we have at least to
consider the possibility that we have a small aquatic bird of the family
anatidae on our hands84
Why risk analysis?

At the start of the project we will perform a risk assessment. For those who
are not project professionals the reason for this:
‘Risk taking in projects is inevitable since projects are enablers of change and
change introduces uncertainty, hence risk. Management of risk should be
systematic and not based on chance. It is about the proactive identification,
assessment and control of risks that might affect the delivery of the project’s
objectives’85
Types of projects
Projects fall into different types. Classifications such as Runners, Repeaters
and Strangers, or Quest, Movie, Painting by Numbers, Fog86 and so forth.
With the delivery of business solutions there are projects that are performed
regularly. Examples of these are upgrades from one version to another,
system redesign, implementation of a new module within an existing suite.
So a new project comes along and what do we do? We look for similarities
on work that has been performed previously. However ‘Once people have
started thinking about a problem one way, the same mental circuits or
pathways get activated and strengthened each time they think about it. This
facilitates the retrieval of information. These same pathways, however, also
become the mental ruts that make it difficult to reorganize the information
mentally so as to see it from a different perspective87’
For example consider this project
It is an upgrade of a finance system from one version to another, with no
changes to the chart of accounts. The latest version that has been available for
a period of time (so this will not be an early adopter project), the changes to
the screen layouts and structure are minimal. The reason for the project is that
the legacy version is going out of mainstream support.
When we perform our risks assessment prior experience tells us that a
number of risks can be mitigated or are not risks at all.
For example:
There are a number of specialist consultants who understand the

software functionality. Skills are not based on a limited pool or
single person dependency.
It is installed at many other locations. Therefore it is proven in
other live environments.
It uses what can be considered standard infrastructure (Microsoft
Windows Server, Microsoft SQL Server, IIS) and skills in these
areas are widely available.
There are no changes to the chart of account structure. This
significantly simplifies the data migration which will use in built
functionality to migrate from one version to another.
The users are experienced in the existing software so will only need
training in new features.
The method of integration has not changed so any interfaces will
need repointing not re-writing.
Sounds easy, like painting by numbers. Now a duck has two legs, feathers,
quacks, floats on water, and can fly. We see it looks like a duck and behaves
like a duck88.
Projects might look similar. They may have characteristics seen before. Yet
they are not ducks. There are nuances to consider, people issues to
understand, timelines, holidays to be taken, environment issues, other
projects taking precedence, legal considerations, business as usual that is
likely to take priority, and so the list goes on.
Conclusion
When we do our risk assessment, it takes mental strength not to fall into the
trap of thinking this was easy before, and it will be easy now. Certainly we
can draw comfort that the project has some similarities. From this to then
probe into what is different, what are the esoteric points to consider?
39. Miscellaneous
The following section contains a selection of blogs which cover various
categories
The rules of football are officially referred to as the "Laws of the Game"89.
There are 17 laws in total and are described very precisely on the FIFA web
site90.
Could these be mapped to project delivery?
Laws of the game Project
01 Field of play The environment in which the project is
delivered.
02 The Ball The ultimate project objective which is
kicked around during project delivery
03 The Players The project team
04 The Players’ Equipment Project plans, communication
technologies
05 The Referee The project executive
06 The Other Match Officials The project manager, the senior users
07 The Duration of the Match Agreed at project initiation
08 The Start and Restart of Play Play starts when initiation is completed.
Restart of play is after a Project
Exception or End Stage meeting
09 The Ball In and Out of Play The project stops when it is out of
tolerance
10 Determining the Outcome of Has the business case been delivered?
a Match
11 Off side When a team member tries to promote
their own objective without due
consideration of others
12 Fouls and Misconduct Team behaviours that are deemed
unacceptable such as confrontation,
bullying, abusive language
13 Free Kicks Services provided by a supplier to make
good on wasted effort.
14 The Penalty Kick Supplier or customer gets an
opportunity for significant advantage
over the other if played correctly.
15 The Throw-In Restarting the project after an exception
report has been raised.
16 The Goal Kick Moving the project forward quickly
through gaining an early project success
17 The Corner Kick A chance to gain advantage over the
naysayers and cynics.
What are user stories?
A user story is a tool used … to capture a description of a software feature
from an end-user perspective. The user story describes the type of user, what
they want and why. A user story helps to create a simplified description of a
requirement91.
Why user stories?

In Business Intelligence implementations there are a multitude of options for
the preparation of reports. The BIRST software solution, for example,
provides six ways for delivery of this information.
Yet where to start? If this is a new implementation of a BI reporting solution,

the user is unaware of the options available. Asking a question such as ‘What
do you want to see’ they are likely to answer ‘Well what can it do?’ which
will result in a circular discussion.
Instead by following the user story option, the individual says what their need
is. As the specialist provider of Business Intelligence we interpret this and
build an appropriate solution for walk through.
An example
The Services Director says
I want to …..
see the services revenue forecast by month for the coming six months with a
drill down by business unit . The information content including cost centre,
employee name, client name, expected revenue, month and year of booking.
The report to work like a pivot table in MS Excel where I can move the data
around to give a multi-dimensional analysis
So that
I can see if we are going to meet our revenue targets and margin targets or
whether sales effort is needed.
What this means?

A list of user stories is prepared. These are prioritised and a budget allocated
against each report. One by one the reports are developed, presented to the
user for feedback and then refined. Upfront we agree a fixed number of
reviews and a time-line for the overall development. At the end of each of the
reviews, the report is handed over to use in a live environment. In this way
the elapsed delivery time is reduced. We do not wait until all the reports are
written. You get the business value quickly.
So consider for yourselves, what are the critical reports you need now? Write
down a user story for each starting with
I want to …
So that …
TouchstoneBI will interpret this into how best to deliver the information to
you.
Leonardo da Vinci is attributed with saying these words about art. He was
likely to be thinking that every painting could always be improved. The
colours not quite right, the expression on faces needing a few changes, the
perspective improved, a model requiring subtle adjustments and refinements.
What are we trying to achieve with the project? The outcomes will be defined
in the business case. They may be financial such as increasing revenue, non-
financial including risk reduction, process improvements, and better
management information. The project will have a budget and a time-line for
delivery.
Consider a business intelligence implementation. The provision of analytics
might be the first time that such information is put on the desktop of directors
and managers. They have identified the requirement through the preparation
of user stories. These are interpreted by the delivery team and a potential
solution presented in a structured review. Feedback is given and a further
iteration of development and review takes place. Yet how many reviews and
changes should there be?
Traditional project management uses the triangle of time, cost and quality.
How much time is there, with what money to produce the correct deliverables
of the requisite quality? Yet what if the deliverable cannot be defined
upfront? There still needs to be limits on the project otherwise it will never
end.
For a new implementation we need to change our frame of reference. Let us
fix the time and fix the budget. There is a finite amount of time during which
there will be development of our business intelligence reports. Each one will
be written, reviewed, updated and further reviewed. This will continue
through a list, based on a prioritisation or requirements, until the time
constraint ends, or the budget is spent.
The advantage is that it focuses the individual. They are not given the luxury
of continual changes of mind. There is an end date after which development
ceases and the functionality is passed into the production environment. The
users get to use the reports.
The artist needs to stop painting. Da Vinci suggested it was abandoned. In
project delivery the work is not abandoned, it is taken to an agreed point.
Parkinson’s law states that work expands to fill the time available. Let us
limit the time, prioritise the requirements, develop a work breakdown
structure to agree the full scope of the project and deliver a (project) work of
art.
What if projects were assessed like a menu in a restaurant? How would it be
worded?
Our offering
We believe in recruiting specially chosen project team members, with hand
crafted software written by world class companies. Work can be undertaken
on a single site, across multiple sites, different time zones through the world
delivered a la carte or to a set menu.
Starters
Why not commence your journey with a simple business process review, or a
technical assessment of the infrastructure? This is a unique one-to-one
service.
Alternatively you may prefer to start with a single module implementation to
enhance your existing system: an efficient bank reconciliation module, an
elegant advanced inquiry solution, or an asset module to value your capital
investments.
Sharers
Organisations do not work in isolation, and you may be considering the end
to end issues. Our sharer service will work with you and one or more of your
business partners to identify integration process improvements.
Solutions delivery
The pièce de résistance of our services comes with full solutions delivery.
Bringing together the finest software ingredients, sourced from world class
authors, seasoned with experience project personnel, delivered to your door
with style and finesse, enabling the full return of your investment.
This can be tailored from one application (such as finance or procurement),
or for the more adventurous multiple modules implemented across different
parts of the organisation. Software solutions include finance, procurement,
spend control, customer relationship management, business analytics,
planning, forecasting, and document management to name but a few.
Choosing from such a wide selection can be difficult, so to help you select we
have put together some suggestions:
The Directors choice: business intelligence, planning, business

analytics,
The Finance choice: finance system, Financial and management
reporting, budgeting, forecasting,
The Procurement choice: purchase to pay, eRequisitions, auctions,
contract management, supplier relationship management
The Users choice: process improvement, job enrichment,
motivational benefits, customer relationship management
Desserts
Finish your project with a three month or six month benefit investment
review.
44. Business Case Definition
The Business Case 92
The business case provides justification for undertaking a project or
programme. It evaluates the benefit, cost and risk of alternative options and
provides a rationale for the preferred solution.
45. Monet, Impressionism & project investment
appraisal
“Works of art have many meanings and some have more meanings, but
even if all their meanings may never be known to any one observer, his
obligation is still to encounter each work from as many aspects of his
own intellectual and emotional experience as he can. Because each
work of art originates in the mind and feelings of a human being, it
reaches its destination in the mind and feelings of another.”
George Heard Hamilton93
How to evaluate a painting?
To evaluate a painting is more than deciding whether you like it or not. The
web site Art Encyclopaedia94 offers some suggestions on how to appreciate
art. These include:
When was the painting created?

Is the painting abstract or representational?
What school of movement is the painting associated with?
At what point was the artist in his career?
What was his background?
What materials were used in the creation of the painting?
How does the painting compare with others?
Investment Appraisal
The APM Body of Knowledge defines Investment Appraisal95 as
Investment appraisal is a collection of techniques used to identify the
attractiveness of an investment.
It goes on to note there are many factors and does give some guidance. Six
areas are listed being financial, legal, environmental, social, operational and
risk.
The Business Case will have been prepared by one or more individuals who
are likely to have invested much time and effort in researching, considering,
interviewing, documenting and drawing together the necessary information
before the final version is published. When reviewing the business case, or
performing an investment appraisal, what if we were to consider the Business
Case as though it were a work of written art that originated in the mind of a
human being(s).
The concepts and proposal presented may appear to be abstract to our
thinking, perhaps may be contrary to our own or organisations’ accepted
norms and it may even challenge the way we would ordinarily challenge and
our initial reaction therefore is likely to be one of opposition.
Art Historians will advise that the Impressionists ‘faced harsh opposition
from the conventional art community in France’96. Monet was an
impressionist. However one of his Water Lilies paintings, on 6 May 2014,
‘was auctioned at Christie's, New York City for $27 million’97 and this after
his paintings were sneered at by the critics as reflecting his ‘blurred vision’.
When performing an investment appraisal could you be opposing a yet to be
highly valued, yet unappreciated, work of art? What if you are using
preconceived notions and criteria, perhaps subconsciously, which results in
missing the bigger picture? Is it your vision that is blurred?
George Hamilton advises us ‘to encounter each work from as many aspects
of his own intellectual and emotional experience as he can’. Let us consider
the same when we evaluate an investment appraisal.
Russell Herman Conwell was an American Baptist Minister, Orator,
Philanthropist, Lawyer and Writer98. He gave a lecture titled ‘ Acres of
Diamonds ’ which is based on a story he heard whilst travelling in the Middle
East.
The story is of a farmer in Africa who had heard there were great riches to be
made from Diamond Mining. Diamonds are very valuable, and the farmer
dreamt of a being wealthy. He could lavish on himself and his family
anything they wanted. All he needed to do was find some diamonds and his
fortune is made. So the farmer sold his farm. For the next few years he
travelled across Africa looking for diamonds. Yet he had no success. He was
penniless, destitute and jumped into a river to drown.
Meanwhile the man who bought his farm was walking past a stream and saw
a large shiny stone in the water. He picked it up and took it home. The stone
was placed on the mantelpiece. One day a visitor to the farmer looked at this
stone and explained it was a large diamond. He asked the farmer from
whence it came, to which the reply was from a stream on his property. There
are many other shiny stones in the water explained the farmer. This was the
largest one he saw. The farm was on top of a large diamond deposit.
The moral of the story is that there are likely to be diamonds under your feet.
We just need to look for them.
Today’s IT systems have been in place for many years. There are large data
stores in place. SQL databases with millions of transaction lines waiting to be
analysed. Multiple repositories across disparate domains and systems. Each
one holding its own riches in information terms. What if we could mine this
data? To extract out of it the nuggets and gems of understanding about our
business; the unknown unknowns such as who our customers really are as
opposed to who we think they are. The SQL databases could be the acres of
diamonds in our own business.
TouchstoneBI has the tools to extract this information quickly and efficiently.
This can be modelled graphically to provide visual representations, what-if
analysis, shown against key performance indicators, delivered to the desktop
or mobile, assisting in effective decision making that was not previously
possible.
So if you are looking for your acres of diamonds, they are likely to be in your
data stores. The riches are in the information waiting to be unearthed.
TouchstoneBI has the tools to dig these out and refine them into valuable
assets.
47. References
1. Introduction
1. The Full Monty, Dir. Peter Catteneo, 20th Century Fox, Film,
1997
2. Acknowledgements
3. Communication
2. The APM Body of Knowledge, 6th Edition, Association for Project
Management, 2012, Print
3. Individual Competence Baseline for Project, Programme and
Portfolio Management, Version 4. International Project Management
Association

4 . A 1970’s advert for Pepsi Cola, Advertising Agency: Dave
Trott, BMP
5. Article19: Freedom of Expression
5.
https://en.wikipedia.org/wiki/Universal_Declaration_of_Human_Rights
6.
http://www.un.org/en/universal-declaration-human-rights/
7.
https://en.wikipedia.org/wiki/Chatham_House_Rule

8 . http://lingojam.com/shakespearean
9. William Shakespeare, Henry V, Act 4, Scene 3, The English
Camp

10.
https://www.google.co.uk/search?
q=definition+of+meeting&oq=definition+of+meeting&aqs=chrome..69i57j0l5.2728j0j4&sourceid=chrome
8
8. Project communication and Transport for London

11. The Federal Aviation Administration ‘Fly the Aircraft First’:
https://www.faa.gov/news/safety_briefing/2016/media/SE_Topic_16-
08.pdf
12. Forsyth, Mark, 2013. The Elements of Eloquence: How to Turn
the Perfect English Phrase. Icon Books. Kindle Edition.
13. Kotter, John P, Leading Change, Harvard Business Press, 2012,
Print

Portfolio Management, Version 4. International Project
Management Association
15. REAL Knowledge at NASA A Knowledge Services Model for
the Modern Project Environment Dr. Ed Hoffman Dr. Jon Boyle.
16. The Odd Couple, Dir. Gene Saks, Paramount Pictures, Film,
1968
17. A black swan is an event or occurrence that deviates beyond
what is normally expected of a situation and is extremely difficult
to predict:
http://www.investopedia.com/terms/b/blackswan.asp
12. Training: the wider context for delivering improvement

18. The APM Body of Knowledge, 6th Edition, Association for
Project Management, 2012, Print
19. Corporate Culture and the Role of Boards, Report of

Observations, Financial Reporting Council, July 2016
Observations, The Financial Reporting Council, 2016
21: FRC, 2016. UK Corporate Governance Code
https://www.frc.org.uk/getattachment/ca7e94c4-b9a9-49e2-a824-
ad76a322873c/UK-Corporate-Governance-Code-April-2016.pdf
22. The Financial Reporting Council report does note an area for
vigilance is in Hierarchical Attitudes.
23. CIPD, 2016. A duty to care? Evidence of the importance of
organisational culture to effective governance and leadership
15. The Scapegoat

24.
https://en.wikipedia.org/wiki/The_Scapegoat_(painting)
25. For a discussion on Responsible see Covey, Stephen R, The
Seven Habits of Highly Effective People , Stephen R Covey, Simon
& Schuster UK, 2004, Print
26. ‘Derived from the word "Excuse".It is
tendency/Disease/Regular behaviour of making excuse for every
poor performance. In simpler words, giving excuses for everything
and trying to back their faults.
http://www.urbandictionary.com/tags.php?tag=excusitus


28.
https://en.wikiquote.org/wiki/A_Tale_of_Two_Cities

29. The Blues Brothers, Dir. John Landis, Universal Pictures, Film,
1980,
31.
https://en.wikipedia.org/wiki/George_Mallory
32.
https://www.goodreads.com/author/quotes/3348511.George_Mallory

33. Rand, Ayn, The Fountainhead, Penguin Classics, 2007, Print
34. Managing Successful Projects with PRINCE2, The Stationery
Office; 2009 edition, Print

35. http://masterofphotography.tv/
22. Newton’s Laws of Motion and project momentum

36. https://www.reference.com/science/newton-s-three-laws-
motion-103f06122f5ca0cc
37.
https://en.wikipedia.org/wiki/Newton's_laws_of_motion#Newton.27s_first_law
38. https://www.kotterinc.com/the-8-step-process-for-leading-
change
39. The Blues Brothers, Dir. John Landis, Universal Pictures, Film,
1980,
4 0. http://www.pentaclethevbs.com/
41. http://www.pentaclethevbs.com/qube/


43. Goleman, Daniel, Working with Emotional Intelligence:
Bloomsbury, 1998, Print
44. Ibid. For a discussion on this see pages 103 and 104

45. http://work.chron.com/job-description-fighting-director-
26326.html
47. For an explanation on reading a compass see
http://www.ubergizmo.com/how-to/read-gps-coordinates/
48. See ‘How Hard Can It Be? Actively Managing Complexity in
Technology Projects The complexity assessment tool offers a
framework for articulating, assessing, and managing sources of
complexity in technology projects. Harvey R. Maylor , Neil W.
Turner, and Ruth Murray-Webster’
49. From Susan Madsen, https://www.linkedin.com/pulse/socio-
political-complexity-project-management-susanne-madsen
50. The Royal Institute of Chartered Surveyors Guidance Note,
Stakeholder Engagement 1st Edition, ISBN 978-78321-075-6
51. Mayfield, Patrick, Practical People Engagement, Leading
change through the Power of Relationships, 2013, Print

52. http://www.ericberne.com/transactional-analysis/
Observations, Financial Reporting Council, July 2016
5 4. ibid

56.
https://en.wikipedia.org/wiki/Sleepless_in_Peckham
57.
https://en.wikipedia.org/wiki/Parable_of_the_Good_Samaritan
58.
https://en.wikipedia.org/wiki/Man%27s_Search_for_Meaning
59. ibid

61. Heaven Can Wait, Dir. Warren Beatty, Buck Henry, Paramount
Pictures, Film, 1978
62.
https://en.wikipedia.org/wiki/Heaven_Can_Wait_(1978_film)
63. https://en.wikipedia.org/wiki/Quarterback
64. http://languagecaster.com/weekly-football-phrase-to-play-to-
the-whistle/
34. The Richter Scale & seismic impact of a day of work

65.
https://iccpm.com/sites/default/files/kcfinder/files/Guide_to_the_Complexity_Sc
66. Ibid
35. Project Managers are Anarchists & Punk Rockers
67.
https://en.wikipedia.org/wiki/Anti-authoritarianism
68. https://en.wikipedia.org/wiki/Anti-establishment
69.
https://en.wikipedia.org/wiki/Consensus_democracy
70. https://en.wikipedia.org/wiki/Direct_action
71. https://en.wikipedia.org/wiki/Do_it_yourself
72. https://en.wikipedia.org/wiki/Freethought
73. https://en.wikipedia.org/wiki/Selling_out
74.
https://en.wikipedia.org/wiki/Question_authority
75.
https://en.wikipedia.org/wiki/Social_insertion
76. https://en.wikipedia.org/wiki/Punk_rock
77.
https://en.wikipedia.org/wiki/Punk_subculture
36. Risk
78. Guidance on Risk Management, Internal Control and Related
Financial and Business Reporting, September 2014. Financial
Reporting Council
79. ibid
37. Risk, Captain Kirk, and Good Governance

80. Star Trek, TV Series, Return to Tomorrow (1968)
http://www.imdb.com/title/tt0708445/quotes
81. ibid
82. http://www.bbc.co.uk/news/business-41229513
83. For details on risks, culture and more information see Corporate
Culture and the Role of Boards, Report of Observations, The
Financial Reporting Council, 2016, page 26
84. Adams, Douglas, Dirk Gently's Holistic Detective Agency, Pan,
2012 Print
85. Managing Successful Projects with PRINCE2, The Stationery
Office; 2009 edition, Print
86. http://www.pentacle.co.uk/perfectprojects.htm
87. The Psychology of Intelligence Analysis, Richard J. Heuer, Jr.
CIA Publication
88. The RSPB web site https://www.rspb.org.uk/birds-and-
wildlife/wildlife-guides/bird-a-z/ducks-geese-and-swans lists
different types of duck
39. Miscellaneous
89.
http://www.fifa.com/mm/Document/FootballDevelopment/Refereeing/02/79/92/
90. http://rulesoffootball.co.uk/
91.
http://searchsoftwarequality.techtarget.com/definition/user-story
44. Business Case

45. Monet, Impressionism & project investment appraisal
93. Hamilton, George Heard, Painting and Sculpture in Europe
1880-1940, Penguin Books, 1989, Print
94.
http://www.visual-arts-cork.com/art-evaluation.htm
95. APM Body of Knowledge, 6th Edition.
96.
https://en.wikipedia.org/wiki/Impressionism
97.
https://en.wikipedia.org/wiki/Water_Lilies_(Monet_series)#The_paintings_at_au

98. https://en.wikipedia.org/wiki/Russell_Conwell
48. Index
’Aviate, Navigate, Communicate, 31
A Tale of Two Cities, 47
Acres of Diamonds, 120, 137
ADFS, 87, 88, 90
Adult, 75, 76, 77
Africa, 120
Ambiguity, 90
American Football, 85
Anarchists, 92, 133
anatidae, 100
and Sydney Carton, 47
Anti-authoritarianism, 92
Anti-establishment, 92
APM, 13, 118, 122, 125, 129, 132, 136, 137
Arsenal, 15
Art of War, 23
Article 19, 22
Association for Project Management, 13
Ayn Rand, 53
Banal, 56, 57, 128
BBC, 80, 98
Beer, 12
BIRST, 108
Blues Brothers, 49, 62, 127
Body of Knowledge, 118, 122, 125, 129, 132, 136
Business Case, 116, 118, 136
Business Intelligence, 108, 120, 136, 137
Captain James Tiberius Kirk, 98
Catholic, 49
Charles Darnay, 47
Charles Dickens, 47
Chatham House, 23
Child, 75, 76, 77
Christie's, 118
Communication, 19, 20, 21, 77, 122
Consensus Democracy, 93
Context Complexity, 90
Creative, 57, 64
Culture, 39, 40, 41, 42, 125, 126, 131, 134
Dailymotion, 20
Dalai Lama, 64
Dan Aykroyd, 49
Diamond, 120
Direct action, 93
duck, 100, 102, 135
Eddie Obeng, 61
Emotional Intelligence, 129
Epictus, 35, 81
Eric Berne, 75
Ethical, 78
Euston Road, 80
Evaluation, 64, 65
Everest, 51
excusitus, 44
Facebook, 20
Facetime, 20
Felix Unger, 34
FIFA, 105
Fight Director, 68, 129
Financial Reporting Council, 40, 78, 125, 126, 131, 134
First Law of Motion, 58
Freethought, 94, 133
Gary Hoffman, 98
General Assembly, 22
George Heard Hamilton, 117
George Herbert Leigh Mallory, 51
Gmail, 20
Good Samaritan, 82, 83
Google1, 26
Governance, 39, 40, 41, 98, 125, 126, 134
Gower Handbook of Programme Management, 13
Gregorian, 71
Harvard Business School, 64
Hayes Manual, 72
Heaven Can Wait1, 85
Helmsman Scale, 90
Henry V, 24, 123
Hijri, 71
IIS, 102
Impressionism, 117, 137
Individual Competence Baseline, 49, 69, 122, 124, 127, 129, 131
Informix 4GL, 12
Instagram, 20
Institute of Sales Management, 13
Integrity, 78, 79, 131
International Project Management Association, 49, 124, 127, 131
Interpersonal Skills, 63, 129
Investment Appraisal, 118
Jake Blues, 62
James Brown, 49, 50, 61, 62, 129
John Belushi, 49
John Kotter, 32, 59, 60
John Landis, 49
Kafka, 12
Knowledge, 33, 124, 137
Laws of the Game, 105
Leo Farnsworth, 85
Leonardo DaVinci, 111
Leviticus’, 43
LinkedIn, 20
Lipsmackin', 20, 21, 122
London, 28, 70, 80
Los Angeles Rams, 85
Man’s Search for Meaning’, 83
Managing Successful Programmes, 13
Master of Photography, 56, 128
Member of the Association for Project Management, 13
Member of the Institute of Directors, 13
Michelin, 113, 136
Microsoft, 24, 26, 71, 87, 102
Microsoft Word, 26
mobile phone, 20, 30, 70
Monet, 117, 118, 137
Motivation, 33, 46, 127
National Grid, 78
New York City, 118
Newton, 58, 59, 60, 128
Northern Rock, 98
Oliviero Toscani, 56
OneNote, 20
Only Fools and Horses, 80
Overcontrol, 65, 66
Palais de Chaillot, 22
Parable, 82
Parent, 75, 76, 77
Paris, 22
Parkinson’s law, 112
Peacemaker, 68, 129
Peckham, 80, 131
People Complexity, 90
petajoules, 91
photography, 13
Planning, 84, 132
play to the whistle, 86
poker, 34, 35
PRINCE2, 54, 128, 135
Proactis, 24, 25, 87, 88
Project Board, 41, 54, 55, 91, 99
Project Executive, 54, 89, 99
Pulp Fiction, 12
Punk, 92, 96, 133
Punk rock, 96
Punk Rockers, 92, 133
QUBE, 61, 62, 129
Relentless deadlines, 65
Relentless Deadlines, 66
Richter, 87, 90, 91, 132
RICS, 73
risk, 31, 54, 64, 65, 66, 78, 97, 98, 99, 100, 103, 111, 116, 118
Robbie Robdal, 80, 81
Rodney Trotter, 80
Russell Herman Conwell, 120
Scapegoat, 43, 126
Second Law of Motion, 59
Senior Supplier, 54
Senior Users, 54
Shakespeare, 24, 25, 123
Shakespeare’s, 24, 25, 123
SharePoint, 20
Sir Peter Gershon, 78
Sir Winfried Bischoff, 78
Sky TV, 56
Skype, 20
Snapchat, 20
Social Insertion, 95
Socio Political’, 72
Spend Control, 54, 87, 88
SQL Server, 102
St Pancras New Church, 80
Sun Tzu, 23
Supplier Engagement, 36
Supplier Relationship Management, 36
Surveillance, 64, 65
Technical Challenge, 90
Teresa Amabile, 64
TFL, 28
Thai Buddhist, 71
The Fountainhead, 53
The Odd Couple, 34
the Second World War, 22
TouchstoneBI, 110, 121
TouchstoneCRM, 17
TouchstoneEnergy, 17
TouchstoneFMS, 12, 17, 54, 70
TouchstoneProactis, 17
Transport for London, 28, 29, 124
Triple Rock Baptist Church, 49
Tumblr, 20
UDHR, 22
United Nations, 22
Universal Declaration of Human Rights, 22
UNIX, 12
USS Enterprise, 98
Viktor Frankl, 83
Vimeo, 20
Warren Beatty, 85, 86
Water Lilies, 118
WebEx, 20
WhatsApp, 20
William Kitchiner, 80, 81
Xing, 20
Yahoo, 20
Yammer, 20
YouTube, 20, 37

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Your Project Needs You

Dr Jon Broome, Managing Consultant,

Kafka, Pulp Fiction, Beer and Projects (available in printed and

His personal interests include photography and art.

Is from an advert of the 1970’s promoting Pepsi Cola explaining 10 things

There is much to be learned from Shakespeare’s use of language. An original

1. an assembly of people for a particular purpose, especially for

We will have a consultation

1. Who are we communicating to?

2. What do we need to communicate?

3. How often to communicate?

4. What method of communication is required?

6. What resources are required to deliver the communication?

Six simple questions to answer.

Conclusion: three powerful words

The first relates to the software functionality, and how to

The report references the UK Corporate Governance Code21 which states:

To take the blame

Projects and programmes involve creating something new. It may require

Project Executive: The Finance Director or Chief Finance

Project Executive: Head of Purchasing / Head of Procurement

In January 2017 I was invited to join one of Eddie Obeng’s Pentacle40

Surveillance: Hovering and constant scrutiny. This stifles the

Evaluation: A critical view that comes too soon or is too intense.

Relentless Deadlines: A too-intense schedule that creates panic.

Surveillance: Management should be by exception. The

Relentless Deadlines: Projects are about deadlines. When do we

* As of the time of writing this book

Soft skills are the hardest skills.

Principle 1: Communicate. Investigate people’s preferred method

Principle 3: Remember they’re only human. It is important to

The Adult response: I know, the prioritisation of the tasks at home,

The Child response: What do you mean there is a lot of washing-up

The Parent response: Not yet, business as usual priorities have

The Adult response: Can you help me with some business as

The Child response: Don’t you realise how hard I work. My

The Adult response: I will arrange additional resources to back fill

Communication is a two-way process. There is the sender and the receiver.

Project team formation

A real life example

1. Touchstone Spend Management: providing the technical

Let us identify the individuals by role.

1. Touchstone Spend Management: 4 people

2. The system provider: 7 people

3. The connecting organisation: 7 people

4. The ADFS technical specialists: 1 person

How can we measure this complexity?

‘The Helmsman Scale is designed to mimic the Richter Earthquake scale in

Anti-establishment views68: Project management

Direct action70: Direct Project management

DIY Ethic71: The Projects tend to have finite

Not selling out73: In Project management

Social Insertion75: Social Project management

So where are the risks?

Why risk analysis?

There are a number of specialist consultants who understand the

Why user stories?

Yet where to start? If this is a new implementation of a BI reporting solution,

What this means?

The Directors choice: business intelligence, planning, business