How to Thrive with a HI Power, LOW Interest Stakeholder, “the Knight”

  In the PMBOK’ s Power-Interest grid, the stakeholder with “Power to impose”, but without “Interest to take action” is called the “Knight”. As long as the project it moving well, and his interests are being preserved, the Knights are content and passive. Knights are neither friends nor foes. They are busy in court playing […] read more

On December 15th, 2014, posted in: Project Management by

Can Six Sigma and Business Process Management Coexist?

One of the most powerful ways to improve business performance is combining business process management (BPM) strategies with Six Sigma strategies. BPM strategies emphasize process improvements and automation to drive performance, while Six Sigma uses statistical analysis to drive quality improvements. The two strategies are not mutually exclusive, however, and some savvy companies have discovered […] read more

7 Rules to manage the high power / high interest stakeholder, that acts like Attila the Hun, part 1

PMI’s new knowledge area: Stakeholder Management, was created for a good reason; Stakeholders make or break the project. Their perceptions drive their decisions. Their involvement or lack therefore, is a detriment or a help to the PM. In this article, I will focus on the Hi Power, Hi Interest stakeholder based on the PMBOK’ s […] read more

On November 24th, 2014, posted in: Project Management by

Why it makes sense to get Six Sigma certified

Lean Six Sigma (LSS) has been a case study on how to successfully rebrand and make famous, existing process improvement techniques.  LSS is the conglomeration of Lean Manufacturing, Statistical Process Control, Deming’s Plan-Do-Check-Act cycle, and some project management.  LSS was made famous in the business world in the ‘90’s by Jack Welch, the CEO of […] read more