Projects as Homework

As businesses have become leaner, medium important, medium complex projects are increasingly staffed by in-house resources working on them as ‘homework’. In “The People Project Triangle”, we term these ‘composite’ projects. The current crisis is only going to increase their number.

Analogous to the classic ‘Project Triangle’ (a trade-off between cost, time and scope), we maintain there is a ‘People Project Triangle’, with a trade-off between the project, the ongoing business, and the people working in both.

When pressure mounts, generally, only two of those can be prioritised and one must give. We observe that it is often the people that bear the brunt, with subsequent implications of stress and burnout. We help you identify these projects and provide suggestions on how to manage them more effectively.

About the Speaker

Stuart Copeland
Stuart Copeland

Stuart is a profit focused Programme & Project Leader. He works with organisations supporting their complex and risky business change programmes. He has worked with Volkswagen Group and its Brands, Babcock International, Costa, Bureau Veritas, Objectivity, Traveline, NSL, Inchcape, MCL Group and SSE.
Stuart is a member of the Chartered Management Institute, the Institute of Interim Management and the British Computer Society and is Prince2 accredited.
He co-authored “The People Project Triangle”, which describes the prevalence of projects as homework, their impact, how to diagnose and then mitigate the risks to those involved

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