Louise Worsley | The Open University (original) (raw)

Papers by Louise Worsley

If stakeholders matter on projects, then they must make a difference to the way we plan, structur... more If stakeholders matter on projects, then they must make a difference to the way we plan, structure, and execute projects. This book provides a stakeholder-centric analysis of projects, and explains which engagement models are relevant to different types of projects—from simple office moves to IT enterprise changes, to transformational change of a business, and to complex social development. With case studies from around the world, the book illustrates what goes wrong when stakeholders are not engaged successfully, what amazing things happen when they are, and what lessons can be learned from both experiences. Cases drawn from a variety of contexts are used to demonstrate the application of stakeholder tools, leaving the reader with a very practical understanding of which techniques may be beneficially applied to their own projects. Key models introduced include the following: • The stakeholder-neutral to stakeholder-led project continuum • Role-based and agenda-based stakeholders • ...

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With project managers in short supply and increasing pressures to identify potential project staf... more With project managers in short supply and increasing pressures to identify potential project staff internally within the organisation, more and more businesses are looking for reliable and predictable assessment processes. The problem is simply too many complex projects and not enough trusted, 'safe pairs of hands' available.

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Books by Louise Worsley

There is a deep misconception in project management around the style of engagement to be applied ... more There is a deep misconception in project management around the style of engagement to be applied when it comes to project stakeholders. This error is underpinned in the very language used by professional bodies and practitioners alike. For far too long we have emphasised the management of project stakeholders. PMI and IPMA both refer to this topic as ‘Stakeholder Management’ and with this term comes the fallacy that project stakeholders are just another type of resource that can be coordinated, monitored and placed appropriately on the project field of play.

Many technical projects do seem to be run this way, and looking at the purpose and effectiveness it might perhaps be better to refer to this approach as ‘communication coordination’, because it certainly doesn’t manage stakeholders. It is also quickly obvious when the approach is attempted in programme management, change management and the management of social development projects that it is an insufficient and inappropriate model in complex projects.

It is common practice to define stakeholders as anybody who might have an interest or influence in the project. On projects of any complexity, and most certainly on programmes, this analysis yields a bewilderingly large set of individuals and groups. Who should be engaged with? Where to focus the limited attention of the project management team? These considerations demand judgment informed not simply by analysis, but also through consultation and negotiated agreement around who is prepared to engage, and on what.

This book examines effective strategies and approaches, and how they change as we participate in varied types of projects; from the stakeholder-sensitive projects typically found in business environments to stakeholder-led projects found in major programmes and social and environmental development. It draws upon personal stories and practical experiences, both successful and less so, in delivering projects to their stakeholders.

The target audience includes practitioners in project and programme management, and college and university students who are researching further the field of stakeholder engagement. Course facilitators, academic and corporate, may use the stories presented to engage and prompt discussions and classwork.

Conference Presentations by Louise Worsley

In an environment of retrenchment, stopping projects which are addressing yesterday's problems ma... more In an environment of retrenchment, stopping projects which are addressing yesterday's problems may be even more important than not starting those projects designed to address today's. Project 'culling' is an essential part of the portfolio management process. The challenge is to ensure it is systematically and beneficially applied. Recent work by the authors has focused on the need for a project culling process which maintains the linkage to the normal portfolio decision-making processes while taking into account the 'termination risks'. Analysing three large portfolios which had undergone a 'torrid' cutback exercise, we found that over 30% of curtailed project activities were continuing under the portfolio radar. The project office was reporting the projects as finished while effort, directly trackable back to the project, was still being applied in the organisation. This paper looks at the processes required for organisations to decide which projects to cull and to ensure that termination is successful.

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