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<?xml-stylesheet type="text/xsl" media="screen" href="/~d/styles/rss2full.xsl"?><?xml-stylesheet type="text/css" media="screen" href="http://feeds.feedburner.com/~d/styles/itemcontent.css"?><rss xmlns:feedburner="http://rssnamespace.org/feedburner/ext/1.0" version="2.0"><channel><title>Rob Llewellyn's Blog</title><link>http://www.consult-llewellyn.com</link><atom10:link xmlns:atom10="http://www.w3.org/2005/Atom" rel="self" type="application/rss+xml" href="http://feeds.feedburner.com/llewellyn-group/Niqx" /><description>Projects, Programmes, Leadership and Personal Development are all subjects addressed in the blog posts here.</description><language>en</language><lastBuildDate>Sun, 05 Feb 2012 00:37:47 PST</lastBuildDate><generator>WordPress http://wordpress.org/</generator><feedburner:info uri="llewellyn-group/niqx" /><atom10:link xmlns:atom10="http://www.w3.org/2005/Atom" rel="hub" href="http://pubsubhubbub.appspot.com/" /><feedburner:emailServiceId>llewellyn-group/Niqx</feedburner:emailServiceId><feedburner:feedburnerHostname>http://feedburner.google.com</feedburner:feedburnerHostname><item><title>Organizations Where Everyone Agrees But Nothing Changes</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/j5HwXPBBd9k/organisations-where-everyone-agrees-but-nothing-changes</link><category>Human Resources</category><category>Organization</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 24 Jan 2012 06:14:27 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5954</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Passive-aggressive organizations are happy places to work. People are cordial and friendly, conflict is infrequent, and they pride themselves with a harmonious working environment. Building consensus...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/j5HwXPBBd9k" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/organisations-where-everyone-agrees-but-nothing-changes</feedburner:origLink></item><item><title>Organizational DNA &amp; Effectiveness</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/sYsjqXSYk6s/organizational-effectiveness</link><category>Human Resources</category><category>Organization</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 19 Jan 2012 07:31:25 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5939</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Do you sometimes stop to think how well your organization compares with others in terms of getting things done? The longer we live inside one organization, the more we tend to lose touch with how...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/sYsjqXSYk6s" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/organizational-effectiveness</feedburner:origLink></item><item><title>Accelerated SAP Implementation Roadmap</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/eXJ1McyFnrU/sap-implementation-roadmap</link><category>Programme Management</category><category>Project Management</category><category>SAP</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 17 Jan 2012 23:13:29 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5918</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The ASAP (Accelerated SAP) methodology for SAP implementations is a good initiative that serves as an ABC guide to project managers. However, the devil is in the detail and the high-level view of the...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/eXJ1McyFnrU" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/sap-implementation-roadmap</feedburner:origLink></item><item><title>The Ripple Effect on Stakeholders</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/tKPBRAq2tfI/the-ripple-effect-on-stakeholders</link><category>Programme Management</category><category>Stakeholder Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 12 Jan 2012 08:53:23 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5885</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Stakeholder Engagement can be broken down into the following six recurring stages: 1) Identifying stakeholders 2) Creating and analysing stakeholder profiles 3) Defining and re-defining the...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/tKPBRAq2tfI" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-ripple-effect-on-stakeholders</feedburner:origLink></item><item><title>The Innovation of a Nation – Global Index</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/oMaaG2-KHTU/the-innovation-of-a-nation-global-index</link><category>Entrepreneurship</category><category>Innovation</category><category>Uncategorized</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 00:31:26 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5849</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Innovation is a central driver of economic growth, development, and employment. It is the key that unlocks the door for companies to compete successfully in the global marketplace. Whilst we see...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/oMaaG2-KHTU" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-innovation-of-a-nation-global-index</feedburner:origLink></item><item><title>The CEO Arrival Time</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/tr5IU7vwoJ0/the-ceo-arrival-time</link><category>Leadership</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 00:32:00 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5821</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[A report (NBER Working Paper No. 17590) published by the the (USA) National Bureau of Economic Research suggests that CEOs who enter the workforce during a recession tend to have a different career...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/tr5IU7vwoJ0" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-ceo-arrival-time</feedburner:origLink></item><item><title>Where’s the Value in Transformation?</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/2sGpo4so9DI/wheres-the-value-in-transformation</link><category>Benefits Management</category><category>Business Transformation</category><category>Value</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 04 Jan 2012 22:34:23 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5803</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Despite hefty spending budgets and investment in new employees or consultants, many business transformation programmes fail due to poor adoption of new capabilities which include technology, and this...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/2sGpo4so9DI" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/wheres-the-value-in-transformation</feedburner:origLink></item><item><title>Stakeholder Engagement Effectiveness</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/eDjQPRnrhTM/stakeholder-engagement-effectiveness</link><category>Portfolio Management</category><category>Programme Management</category><category>Stakeholder Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 04 Jan 2012 03:32:43 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5780</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Presenting a weekly report to a group of senior executives is &#8216;reporting&#8217; and it plays a supporting role in the epic task of stakeholder management. Unfortunately however, this weekly...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/eDjQPRnrhTM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/stakeholder-engagement-effectiveness</feedburner:origLink></item><item><title>Principled Performance with GRC</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/5haoDvKSL_o/principled-performance-grc</link><category>GRC</category><category>ERM</category><category>OGEC</category><category>Risk</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 04 Jan 2012 05:58:21 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1675</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[In the past, many organisations achieved a lot, but sometimes not in a way in which their leaders, stakeholders and the world at large knows is &#8220;right&#8221;. Leaders and Managers must now...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/5haoDvKSL_o" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/principled-performance-grc</feedburner:origLink></item><item><title>Programme Information Library</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/KZyVWjUB1co/programme-document-library</link><category>Governance</category><category>Programme Management</category><category>Tools</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 02 Jan 2012 23:13:04 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5421</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[I recently received an email from an old colleague who has now been promoted to being a Programme Manager within his company. He is the first to admit (to me at least) that he has spent two years...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/KZyVWjUB1co" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/programme-document-library</feedburner:origLink></item><item><title>Shared Services Success Factors</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/uKCQfzxU1cU/shared-services-success-factors</link><category>Benefits Management</category><category>Shared Services</category><category>Stakeholder Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 04 Jan 2012 22:38:56 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5452</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[In October 2011, Capita and Socitm published a report called &#8220;The First Steps: building a culture of trust to deliver shared services&#8221; in which 479 senior directors and officers from 310...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/uKCQfzxU1cU" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/shared-services-success-factors</feedburner:origLink></item><item><title>Arab World Entrepreneurship</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/eb2KNrm0RtQ/arab-world-entrepreneurship</link><category>Entrepreneurship</category><category>Middle East</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 24 Dec 2011 00:02:23 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5571</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The World Economic Forum (WEF) has published a report called &#8220;Accelerating Entrepreneurship in the Arab World&#8221; which recognises the existence of gifted entrepreneurs across the MENA...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/eb2KNrm0RtQ" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/arab-world-entrepreneurship</feedburner:origLink></item><item><title>25 Ways to Distinguish Yourself in 2012</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/CMF45z1wiio/25-ways-to-distinguish-yourself</link><category>Coaching</category><category>Interpersonal skills</category><category>Leadership</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Fri, 23 Dec 2011 06:46:36 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1779</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Whether it&#8217;s around the organisation or out amongst current or prospective clients and stakeholders, distinguishing ourselves has never been more important. We live in an era where...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/CMF45z1wiio" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/25-ways-to-distinguish-yourself</feedburner:origLink></item><item><title>Top 25 Management Tools for 2011</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/E9-8vb9JUEM/top-25-management-tools-for-2011</link><category>Business Transformation</category><category>Leadership</category><category>Tools</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 06 Dec 2011 03:24:23 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5406</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Bain &#38; Company has been tracking executive perceptions of the business environment and the tools they use since 1993. As the business landscape moves, so do priorities, and shifts in the most...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/E9-8vb9JUEM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/top-25-management-tools-for-2011</feedburner:origLink></item><item><title>PhD. Widget-Makers &amp; Business Change</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/W2BlqvPSfRM/phd-widget-makers-business-change</link><category>Business Transformation</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 01 Dec 2011 05:34:05 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5359</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Whether a business provides a service or sells a product, it cannot afford to stand still while the rest of the world makes progress and continues to change. Any business leader worth their salt...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/W2BlqvPSfRM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/phd-widget-makers-business-change</feedburner:origLink></item><item><title>Stumbling Around Stakeholders</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/YL0C6hXjm-M/stumbling-around-stakeholders</link><category>Programme Management</category><category>Stakeholder Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 01 Dec 2011 03:24:23 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5270</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Stakeholder Management is a critical area of any programme of work, regardless of the nature of the programme. However, complaints about difficult stakeholders are rife and it comes as no surprise...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/YL0C6hXjm-M" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/stumbling-around-stakeholders</feedburner:origLink></item><item><title>The Inspired Manager and The Noble Qur’an</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/vcRjGHxawRE/the-inspired-manager-and-the-noble-quran-2</link><category>Books</category><category>Middle East</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 01 Dec 2011 04:40:49 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5300</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[During my 2nd assignment in Riyadh, Saudi Arabia (almost a decade ago) I worked with Maaz Gazdar who is now an IT and Business Manager at the King Abdullah University of Science and Technology in...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/vcRjGHxawRE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-inspired-manager-and-the-noble-quran-2</feedburner:origLink></item><item><title>Pride Builders – Ingredients for Strategic Change</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/-uQsJvbXxZ0/pride-builders-a-key-ingredient-for-strategic-change</link><category>Business Transformation</category><category>Communication</category><category>Interpersonal skills</category><category>Leadership</category><category>Soft Skills</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 01 Dec 2011 00:35:27 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5051</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Managers &#38; leaders everywhere talk about change. They know it&#8217;s needed, they know it must happen and they know they need to plan that change and execute it well. But how much time do most...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/-uQsJvbXxZ0" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/pride-builders-a-key-ingredient-for-strategic-change</feedburner:origLink></item><item><title>Managing Black Swan Events – updated</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/SRTWsvDX9Rs/managing-black-swan-events</link><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>Risk Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 28 Nov 2011 07:57:31 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4946</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[I originally wrote this post a few months ago and I just stumbled upon an interesting paper from Booz &#38; Co. entitled &#8220;How to Prepare for a Black Swan Event&#8221; which I thought was worth...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/SRTWsvDX9Rs" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/managing-black-swan-events</feedburner:origLink></item><item><title>Arab World Competitiveness Report 2011-2012</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/fACcCFKOdxM/arab-world-competitiveness-report-2011-2012</link><category>Middle East</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 14 Nov 2011 00:49:06 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5184</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The fourth edition of The Arab World Competitiveness Report was published by the World economic Forum in 2011 and addresses two key areas for the Middle East to consider. 1. A Time of Opportunities:...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/fACcCFKOdxM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/arab-world-competitiveness-report-2011-2012</feedburner:origLink></item><item><title>Economic Governance in the Arab World 2011</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/_cjVKK_4DAQ/economic-governance-in-the-arab-world-2011</link><category>Middle East</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 28 Nov 2011 08:00:23 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5180</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[This 20 page compendium, published at the World Economic Forum Special Meeting on Economic Growth and Job Creation in the Arab World in October 2011, includes an overview of the most critical issues...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/_cjVKK_4DAQ" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/economic-governance-in-the-arab-world-2011</feedburner:origLink></item><item><title>The CIO’s G-Factor</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/iYRxVWszWlc/the-cios-g-factor</link><category>Governance</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 28 Nov 2011 07:59:36 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5019</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[IT Governance is ultimately based on control, delivered through having the right tools in place and ensuring value for money from IT is achieved. Organisations of every type and size now consider how...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/iYRxVWszWlc" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-cios-g-factor</feedburner:origLink></item><item><title>Video Debate on Projects &amp; Programmes</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/GByeUFgo2JY/video-debate-on-projects-programmes</link><category>Programme Management</category><category>Project Management</category><category>Videos</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 28 Nov 2011 07:38:50 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5129</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The five videos below show the BCS Debate &#8220;Making Projects Work&#8221; with Melanie Franklin (Mavern), David Hicks (RADTAC), Paul Major (Program Framework) with Brian Runciman (BCS) as Chair.<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/GByeUFgo2JY" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/video-debate-on-projects-programmes</feedburner:origLink></item><item><title>E-learning &amp; its Common Pitfalls</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/edQtGxrP-zU/e-learning-its-common-pitfalls</link><category>Business Transformation</category><category>Tools</category><category>Change</category><category>e-learning</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 28 Nov 2011 07:58:17 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5151</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Earlier this year I was approached on the subject of &#8216;e-learning gone wrong&#8216;. An international insurance firm was undergoing one of the &#8216;must-do&#8217; compliance driven change...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/edQtGxrP-zU" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/e-learning-its-common-pitfalls</feedburner:origLink></item><item><title>The 5th Habit &amp; Programme Communication</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/BGuIxvUvxnE/the-5th-habit-and-programme-communications</link><category>Communication</category><category>Programme Management</category><category>Stakeholder Management</category><category>buy-in</category><category>communication plan</category><category>interpersonal skills</category><category>maslow</category><category>nlp</category><category>Persuasion</category><category>programme communication</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 03 Oct 2011 23:37:31 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=180</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[I thought I would post this article that I wrote for the APM Programme Management Specific Interest Group (ProgM) newsletter some years ago. Many aspects of life rely on communication. School,...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/BGuIxvUvxnE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">3</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-5th-habit-and-programme-communications</feedburner:origLink></item><item><title>Randomly Managed Programmes</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/zOiUPQPJaTs/randomly-managed-programmes</link><category>Programme Management</category><category>Managing Successful Programmes</category><category>MSP</category><category>poor programme management</category><category>why programmes fail</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 28 Nov 2011 07:59:00 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5068</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[On occasion, I&#8217;ve stepped inside organisations to discover people in programme management roles not really taking a thorough approach to managing their programme. In fact their approach has...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/zOiUPQPJaTs" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/randomly-managed-programmes</feedburner:origLink></item><item><title>SaaS PPM Solutions on the Increase</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/IbSs0tq7eV8/ppm-solution-review</link><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>Tools</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 28 Nov 2011 08:10:15 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4995</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Not so long ago, multiple instances of MS Project files was one of a handful of widely used scheduling solutions among project &#38; programme managers. As technology has advanced, cloud based SaaS...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/IbSs0tq7eV8" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/ppm-solution-review</feedburner:origLink></item><item><title>Protected: Under Review</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/hnljMD0sLQ8/under-review</link><category>Business Transformation</category><category>Telecoms</category><category>Uncategorized</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 01:49:28 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=5475</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[There is no excerpt because this is a protected post.<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/hnljMD0sLQ8" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/under-review</feedburner:origLink></item><item><title>Basel II ORM Staged Deployment</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/NhyXr-Viq3Q/basel-ii-orm-staged-deployment</link><category>Basel II</category><category>Operational Risk Mgmt</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 17 Dec 2011 06:43:49 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4988</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Some of the benefits of deploying an effective operational risk management environment include: Increased awareness of operational risk across the organisation Transparency of operational risk...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/NhyXr-Viq3Q" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/basel-ii-orm-staged-deployment</feedburner:origLink></item><item><title>Business Transformation – having who it takes</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/JXiLrOm9Il4/business-transformation-having-who-it-takes</link><category>Business Transformation</category><category>Leadership</category><category>Programme Management</category><category>Strategy</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 17 Dec 2011 06:44:29 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4881</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[According to a Cap Gemini survey conducted in 2009 amongst 302 top executives in Europe, 82% believe that transforming the organisation has become of vital importance in business. In France, 94% say...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/JXiLrOm9Il4" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/business-transformation-having-who-it-takes</feedburner:origLink></item><item><title>Persuasion Cycle &amp; Getting Buy-in</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/MI5KQedezKQ/the-persuasion-cycle-getting-buy-in</link><category>Communication</category><category>Interpersonal skills</category><category>Leadership</category><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>Soft Skills</category><category>Stakeholder Management</category><category>buy-in</category><category>interpersonal skills</category><category>Persuasion</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 17 Dec 2011 06:53:42 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4836</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Whether we are dealing with our own teams or key stakeholders, to be successful in our work we need be to skilled at getting through to people and cause them to do something different or think about...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/MI5KQedezKQ" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-persuasion-cycle-getting-buy-in</feedburner:origLink></item><item><title>Middle East Managers – poorer communicators than they think</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/sawYwAFLr1w/middle-east-managers-poorer-communicators-than-they-think</link><category>Communication</category><category>Interpersonal skills</category><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>Soft Skills</category><category>Stakeholder Management</category><category>Communications</category><category>Empathy</category><category>interpersonal skills</category><category>Leadership</category><category>Middle East</category><category>Projects</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 17 Dec 2011 07:02:26 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4862</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Having helped organisations in the Middle East for almost 10 years, I have seen quite a number of managers from Europe with great credentials shoot themselves in the foot when they undertake an...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/sawYwAFLr1w" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/middle-east-managers-poorer-communicators-than-they-think</feedburner:origLink></item><item><title>Interim Management Survey 2011</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/wMVBSLrUuBs/interim-management-survey-july-2011</link><category>Interim Management</category><category>Interim Manager</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 01:55:56 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4769</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[In July 2011, the Institute of Interim Management published an extensive 68 page report based on the results of surveying 1,530 professionals. Much of the detailed information came from the 1,105...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/wMVBSLrUuBs" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/interim-management-survey-july-2011</feedburner:origLink></item><item><title>Management Culture Killers</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/3D0wUFOs-YQ/management-culture-killers</link><category>Communication</category><category>Interpersonal skills</category><category>Leadership</category><category>Soft Skills</category><category>Videos</category><category>interpersonal</category><category>Management</category><category>people</category><category>People Skills</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 06:42:01 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4742</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Whether it&#8217;s the Chairman of the Board or a Business Analyst, they are all only human and from team to stakeholder management, a thorough understanding of how to engage with people effectively...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/3D0wUFOs-YQ" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/management-culture-killers</feedburner:origLink></item><item><title>13 Transformation Success Factors</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/bQb0UKdDyD0/13-programme-transformation-success-factors</link><category>Programme Management</category><category>Transformation</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 01:51:39 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=986</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Below are 13 programme transformation success factors which could, if taken into consideration when approaching a programme of work, increase the chances of success. It&#8217;s said that most...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/bQb0UKdDyD0" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/13-programme-transformation-success-factors</feedburner:origLink></item><item><title>Top 10 Management Tools for 2011</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/2VJaQPyAA_Y/top-10-management-tools-for-2011</link><category>Leadership</category><category>Programme Management</category><category>Risk Management</category><category>Tools</category><category>Balanced Scorecard</category><category>Benchmarking</category><category>Change</category><category>Core Competencies</category><category>CRM</category><category>Customer Segmentation</category><category>Decision Rights Tools</category><category>Downsizing</category><category>Enterprise Risk Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 17 Dec 2011 06:45:17 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=4892</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Bain &#38; Company has been tracking executive perceptions of the business environment and the tools they use since 1993. As the business landscape moves, so do priorities; and shifts in the most...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/2VJaQPyAA_Y" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/top-10-management-tools-for-2011</feedburner:origLink></item><item><title>The Rise of ERM</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/PQSCIEiCOpM/enterprise-risk-management</link><category>Risk Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:20:33 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1665</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Since the financial crisis, Risk has again taken a step up on the list of priorities for most leaders. Inevitably, it has also become a higher priority for everyone in the hierarchy of ensuring...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/PQSCIEiCOpM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/enterprise-risk-management</feedburner:origLink></item><item><title>Business Transformation Academy</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/OnfyR3X-dgQ/business-transformation-academy</link><category>Business Transformation</category><category>Portfolio Management</category><category>Programme Management</category><category>Strategy</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:15:55 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1622</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Business transformation implies fundamental and complex organisational change. It&#8217;s a necessary but challenging exercise for any organisation that is not intent on standing still, however the...<br/>
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<a href="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?a=OnfyR3X-dgQ:iwvDDbli5Ow:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?d=yIl2AUoC8zA" border="0"></img></a>
</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/OnfyR3X-dgQ" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/business-transformation-academy</feedburner:origLink></item><item><title>The Management of Portfolios (MoP)</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/ZAzCFE22DvI/management-of-portfolios</link><category>Portfolio Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 03 Aug 2011 03:19:35 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1610</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The Management of Portfolios (MoP) helps organisations answer the important question; ‘Are we sure this investment is right for us and how will it contribute to our strategic objectives?’...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/ZAzCFE22DvI" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/management-of-portfolios</feedburner:origLink></item><item><title>Risk, Banks, Basel II then III</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/Amg1BLyoAqI/risk-banks-and-basel-ii</link><category>Basel II</category><category>Risk Management</category><category>Banks</category><category>Basel III</category><category>Compliance</category><category>Governance</category><category>Risk</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 17 Aug 2011 02:44:48 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1722</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Business in all sectors is now more than ever, concerned about governance, risk and compliance, but no sector is more concerned and now obliged to address these areas than the banking industry. ...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/Amg1BLyoAqI" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/risk-banks-and-basel-ii</feedburner:origLink></item><item><title>The PMO – Who Needs it?</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/KN9weCe58j0/the-pmo-who-needs-it</link><category>PMO</category><category>Programme Management</category><category>CIO</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:19:17 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=430</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[It&#8217;s not always easy trying to sell the merits of a PMO to a CTO or CIO &#8211; or anyone who doesn&#8217;t necessarily have a good understanding of project and programme management. Many...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/KN9weCe58j0" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-pmo-who-needs-it</feedburner:origLink></item><item><title>Stakeholder Management – a lot at stake</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/x-xXGI4nfDM/stakeholder-management-theres-a-lot-at-stake</link><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>Stakeholder Management</category><category>buy-in</category><category>interpersonal skills</category><category>Leadership</category><category>Persuasion</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 17 Dec 2011 07:13:07 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=873</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[An organisation might have an outstanding management team and an effective management system, but if it does not manage the sometimes myriad of key stakeholders effectively, transformation programmes...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/x-xXGI4nfDM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/stakeholder-management-theres-a-lot-at-stake</feedburner:origLink></item><item><title>Why 70% of Programmes Fail</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/gCLLDciSouI/how-to-avoid-being-part-of-the-70-of-programmes-that-fail</link><category>Leadership</category><category>Programme Management</category><category>Risk Management</category><category>Change</category><category>res</category><category>Research</category><category>Transformation</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 17 Dec 2011 07:11:48 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=573</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Guiding change may be the ultimate test of a leader because no business survives over the long term if it can’t reinvent itself. But, human nature being what it is, fundamental change is often...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/gCLLDciSouI" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/how-to-avoid-being-part-of-the-70-of-programmes-that-fail</feedburner:origLink></item><item><title>Strategy – Tougher to Deploy than Develop</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/4zRpxSDVJnE/deploying-strategy-3-times-more-difficult-than-developing-strategy</link><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>Strategy</category><category>Implementation</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:07:35 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1278</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Successful leaders know that these days, if the company is standing still, it is falling behind, but making the right decisions and following through on them is challenging. In a survey of a broad...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/4zRpxSDVJnE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/deploying-strategy-3-times-more-difficult-than-developing-strategy</feedburner:origLink></item><item><title>Lessons Learned for Projects &amp; Programmes</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/RTjdGkOCvbQ/more-lessons-learned-for-projects-programmes</link><category>Programme Management</category><category>Risk Management</category><category>OGC</category><category>Project &amp; Programme Boards</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:04:39 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=811</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Whether it&#8217;s in the public or private sector, we often hear that failed projects and programmes in the context of being over budget or late. The Office of Government Commerce (OGC)  in London...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/RTjdGkOCvbQ" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">2</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/more-lessons-learned-for-projects-programmes</feedburner:origLink></item><item><title>Boeing Programme Management Lessons</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/AF53aOJF9rc/programme-management-lessons-from-boeing</link><category>Programme Management</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:19:55 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=844</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Steve Goo describes the Boeing Programme Management Best Practices, an integrated management system the company has refined over the past ten years to enable programmes of all sizes achieve high...<br/>
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<a href="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?a=AF53aOJF9rc:g_63J9o3QGI:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?d=yIl2AUoC8zA" border="0"></img></a>
</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/AF53aOJF9rc" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/programme-management-lessons-from-boeing</feedburner:origLink></item><item><title>Achieving Outcomes &amp; Realising Benefits</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/Wc4LfnDyQkQ/achieving-outcomes-realising-benefits</link><category>Programme Management</category><category>Benefits</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:15:16 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=738</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[During the course of our Programme Management roles we will have determined the critical measures and indicators of success and made arrangements to ensure the programme remains appropriate and on...<br/>
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<a href="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?a=Wc4LfnDyQkQ:2_xipCwELrQ:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?d=yIl2AUoC8zA" border="0"></img></a>
</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/Wc4LfnDyQkQ" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/achieving-outcomes-realising-benefits</feedburner:origLink></item><item><title>MSP for Programme Transformation</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/Gj5rBEmbNe0/msp-for-programme-transformation</link><category>Programme Management</category><category>Managing Successful Programmes</category><category>MSP</category><category>OGC</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:14:56 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=947</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Before I start on the subject of programme management let me to clarify what a project is and what a programme is. This is because these two words are used so interchangeably across many...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/Gj5rBEmbNe0" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/msp-for-programme-transformation</feedburner:origLink></item><item><title>Portfolio, Programme &amp; Project Maturity</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/rLD-h98Qnaw/how-mature-is-your-portfolio-programme-project-management</link><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>OGC</category><category>P3M3</category><category>PfM3</category><category>PgM3</category><category>PjM3</category><category>Portfolio Management Maturity Model</category><category>Programme Management Maturity Model</category><category>Project Management Maturity Model</category><category>Projects</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 19 Dec 2011 02:18:33 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=894</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Do you ever gauge your current level of organisational maturity in respect of portfolio, programme and project management? When was the last time you attempted to establish an understanding of the...<br/>
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<a href="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?a=rLD-h98Qnaw:HpRsA7lp5S0:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?d=yIl2AUoC8zA" border="0"></img></a>
</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/rLD-h98Qnaw" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/how-mature-is-your-portfolio-programme-project-management</feedburner:origLink></item><item><title>Why Govern a Programme?</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/IvLawnchdPM/why-govern-a-programme</link><category>Governance</category><category>Programme Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 13 Aug 2011 14:07:30 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=447</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[One of the authors of the Gower Handbook of Programme Management is Paul Rayner and just over two years ago, he conducted a survey which showed that whilst the world was moving closer to a common...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/IvLawnchdPM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/why-govern-a-programme</feedburner:origLink></item><item><title>The Vision of a CIO</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/tOOYBnn3Es8/the-vision-of-a-cxo</link><category>Leadership</category><category>Programme Management</category><category>Strategy</category><category>CIO</category><category>Vision</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 30 Jan 2010 08:53:11 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=978</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The CIO&#8217;s strategic initiative should align with the company&#8217;s overall strategy, but from there, where and how should the journey take shape? In a nutshell, the CIO&#8217;s strategic...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/tOOYBnn3Es8" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-vision-of-a-cxo</feedburner:origLink></item><item><title>Working with Alpha Personalities – Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/SiGjOwoXWHQ/keys-to-working-with-alpha-personalities-video</link><category>Coaching</category><category>Leadership</category><category>Soft Skills</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 27 Sep 2010 23:10:52 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=759</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Alpha personalities present unique challenges for those who work with them and you need a different set of strategies for getting along with an alpha boss than for managing an alpha employee.<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/SiGjOwoXWHQ" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/keys-to-working-with-alpha-personalities-video</feedburner:origLink></item><item><title>Introduction to Portfolio Management</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/05RiHadtgPw/the-introduction-to-portfolio-management</link><category>PMO</category><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>APM</category><category>ProgM</category><category>Projects</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 28 Sep 2010 06:41:35 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=995</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Paul Rayner has led a ProgM initiative to write an &#8220;Introduction to Portfolio Management&#8221; for the APM and I was one of a group of people who reviewed a draft version of the document and...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/05RiHadtgPw" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-introduction-to-portfolio-management</feedburner:origLink></item><item><title>Achieving Excellence in Construction</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/9f34LC8WQk8/achieving-excellence-in-construction</link><category>Programme Management</category><category>Construction</category><category>OGC</category><category>Projects</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 08 Dec 2011 06:52:34 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=766</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The British Government&#8217;s OGC (Office of Government Commerce) provides an excellent online repository of documents addressing its guidelines for achieving excellence in construction. In one of...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/9f34LC8WQk8" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/achieving-excellence-in-construction</feedburner:origLink></item><item><title>Soft Skill Needs of Managers &amp; Leaders</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/YDPESpLeexs/2009-leaders-managers-need-outstanding-soft-skills</link><category>Interpersonal skills</category><category>Leadership</category><category>Soft Skills</category><category>Research</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Fri, 20 Nov 2009 20:20:41 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=4</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[I’ve always stood by the belief that strong people skills (a far reaching topic in itself) are critical to the success of any manager or leader, whether they’re a Project Manager or CEO. Certainly...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/YDPESpLeexs" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/2009-leaders-managers-need-outstanding-soft-skills</feedburner:origLink></item><item><title>Work-Life Integration</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/VSDEP6FqnWc/work-life-balance</link><category>Lifestyle</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Fri, 20 Nov 2009 20:27:32 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=677</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Are you one of the many whose narrowed view of life consists primarily of work and sleep? Perhaps it’s time to step back, take a good look at yourself and ‘get a life’. It&#8217;s sad to see people...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/VSDEP6FqnWc" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/work-life-balance</feedburner:origLink></item><item><title>The Top 25 Management Tools for 2009</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/VOfvBuuysYE/the-top-management-tools-for-2009</link><category>Leadership</category><category>Management</category><category>Research</category><category>Tools</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Fri, 20 Nov 2009 20:28:11 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=714</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Whether executives want to increase revenues, innovate, improve quality, increase efficiencies or plan for the future, management tools have become a common part of how successful executives achieve...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/VOfvBuuysYE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-top-management-tools-for-2009</feedburner:origLink></item><item><title>Keeping Top Talent in Tight Times – Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/oMh_qx-LmiE/keeping-top-talent-in-tight-times-video</link><category>Leadership</category><category>Videos</category><category>Business Owners</category><category>Executive Recruitment</category><category>Video</category><category>Workforce</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Fri, 09 Oct 2009 09:27:12 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1029</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[In this Harvard Business video interview, Sylvia Ann Hewlett of the Center for Work-Life Policy discusses how to keep engagement up when business is down.<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/oMh_qx-LmiE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/keeping-top-talent-in-tight-times-video</feedburner:origLink></item><item><title>The Importance of Emotional Intelligence</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/jfrcYe6WzwY/the-importance-of-emotional-intelligence</link><category>Interpersonal skills</category><category>Soft Skills</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Fri, 09 Oct 2009 08:06:58 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1019</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[After working in many countries around the world in dozens of organisations with 1000&#8242;s of professionals from all walks of life, I&#8217;ve come across an interesting mix of managers and...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/jfrcYe6WzwY" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-importance-of-emotional-intelligence</feedburner:origLink></item><item><title>53% of Projects Cost 189% More than Estimated</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/rgRxNqIsTP4/53-of-projects-cost-189-more-than-original-estimates</link><category>Project Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sat, 21 Jan 2012 21:51:40 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1015</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Some time ago I liaised with Steve Lynn &#8211; a doctoral candidate at Kennedy Western University, USA and a Project Management Practitioner. He had conducted a survey to gather quantitative...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/rgRxNqIsTP4" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/53-of-projects-cost-189-more-than-original-estimates</feedburner:origLink></item><item><title>The Importance of Urgency in Change – Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/NnIFazMsNfA/the-importance-of-urgency-video</link><category>Leadership</category><category>Programme Management</category><category>Videos</category><category>Change</category><category>Transformation</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Fri, 09 Oct 2009 09:31:38 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=901</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[John Kotter is widely regarded as the world&#8217;s foremost authority on leadership and change. In this Harvard interview he discusses why without a true sense of urgency, any change effort is...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/NnIFazMsNfA" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-importance-of-urgency-video</feedburner:origLink></item><item><title>A Matter of Madness or Maturity</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/ZUngOfHlXf0/a-matter-of-madness-or-maturity</link><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>Maturity</category><category>P3M3</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 21 Sep 2009 01:03:45 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1009</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[It&#8217;s all very well for an organisation&#8217;s senior management to hold up their hands and proclaim; &#8220;we have project and programme managers who manage our delivery&#8221; so we&#8217;re...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/ZUngOfHlXf0" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/a-matter-of-madness-or-maturity</feedburner:origLink></item><item><title>A Question of Risk</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/Fo0J9zedqIk/a-question-of-risk</link><category>Programme Management</category><category>Risk Management</category><category>Projects</category><category>Risk</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 24 Oct 2011 06:48:46 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=638</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[If you have approached your project or programme well, you will have developed a Risk Plan/Strategy document. Risk needs to be proactively managed, as opposed to allowing it to manage you and the...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/Fo0J9zedqIk" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">3</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/a-question-of-risk</feedburner:origLink></item><item><title>Green Recovery: Emerge from the Downturn</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/BdwLkEqoX10/green-recovery-emerge-from-the-downturn-on-top-harvard-video</link><category>Videos</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Fri, 09 Oct 2009 08:32:01 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=1002</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Andrew Winston, founder of Winston Eco-Strategies, explains in this Harvard interview, how to get lean, get smart, and emerge from the downturn on top.<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/BdwLkEqoX10" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/green-recovery-emerge-from-the-downturn-on-top-harvard-video</feedburner:origLink></item><item><title>Innovating at Every Level – Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/R3T0dbmfNNo/innovating-at-every-level-video</link><category>Leadership</category><category>Videos</category><category>innovation</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 14 Jul 2009 04:45:20 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=981</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[An interview with Erich Joachimsthaler, CEO, Vivaldi Partners. To innovate, companies need to circulate insights about consumers throughout the organisation and think of ways to revolutionize...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/R3T0dbmfNNo" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/innovating-at-every-level-video</feedburner:origLink></item><item><title>Boost Communication with a Weekly Message</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/qCAPX-PYzhE/boost-communication-with-a-weekly-message</link><category>Communication</category><category>Programme Management</category><category>Project Management</category><category>Communications</category><category>Stakeholders</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 16 Jan 2012 01:05:35 PST</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=944</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[How Well Are You Communicating? You are in the final few hours of the business week and a considerable amount has happened in the previous four days. You and your team have worked hard to make...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/qCAPX-PYzhE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">2</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/boost-communication-with-a-weekly-message</feedburner:origLink></item><item><title>Emotional Intelligence in Leadership Performance</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/oBBZ7jbilYM/emotional-intelligence</link><category>Communication</category><category>Leadership</category><category>Communications</category><category>EI</category><category>Emotional Intelligence</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 01 Jul 2009 05:23:29 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=952</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Project and Programme Communications is more than simply reporting. The keyword is Communications and effective communication relies heavily on a person’s Emotional intelligence (EI). EI can be used...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/oBBZ7jbilYM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/emotional-intelligence</feedburner:origLink></item><item><title>Thinking Inside The Box – Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/EW0V1NR_lsE/thinking-inside-the-box</link><category>Strategy</category><category>Videos</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 01 Jul 2009 04:55:35 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=949</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[An interview with Kevin Coyne, Founder, Kevin Coyne Partners. Asking people to &#8220;think outside the box&#8221; creates chaotic brainstorming. Here are five questions that can stimulate more...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/EW0V1NR_lsE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/thinking-inside-the-box</feedburner:origLink></item><item><title>PRINCE2 2009 Examinations</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/EKBGX0mGt4k/prince2-2009-examinations</link><category>Project Management</category><category>Videos</category><category>OGC</category><category>PRINCE2</category><category>Projects</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 25 Jun 2009 01:10:22 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=940</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[What does PRINCE2 2009 mean for current PRINCE2 Practitioners? &#8211; watch the video below.<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/EKBGX0mGt4k" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/prince2-2009-examinations</feedburner:origLink></item><item><title>PRINCE2 2009 Launched 16 June</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/fFBnsJqqEP4/prince2-2009-launched</link><category>Project Management</category><category>PRINCE2</category><category>Programme Management</category><category>Projects</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 22 Jun 2009 10:23:39 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=880</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[PRINCE2 2009 was launched on 16th June 2009 with a number of changes and you can download a presentation from the launch day here. The 2009 version of PRINCE2 is said to represent an evolution of the...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/fFBnsJqqEP4" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/prince2-2009-launched</feedburner:origLink></item><item><title>SCRUM in Less Than 10 Minutes – Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/aDwyfRPG6X4/scrum-in-less-than-10-minutes</link><category>Programme Management</category><category>Videos</category><category>Projects</category><category>SCRUM</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 24 Jun 2009 11:58:05 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=876</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Learn the SCRUM software development methodology in less than 10 minutes. By the end of this fast-paced video, you&#8217;ll know about burn-down charts, team roles, product backlogs, sprints, daily...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/aDwyfRPG6X4" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/scrum-in-less-than-10-minutes</feedburner:origLink></item><item><title>How the Best Leaders Build Trust</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/pizn9a5a_TM/how-the-best-leaders-build-trust</link><category>Leadership</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 17 Jun 2009 06:44:47 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=866</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[By Stephen M. R. Covey Almost everywhere we turn, trust is on the decline. Trust in our culture at large, in our institutions, and in our companies is significantly lower than a generation ago....<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/pizn9a5a_TM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/how-the-best-leaders-build-trust</feedburner:origLink></item><item><title>Programme Management Book</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/hoHeTPYTa2w/programme-management-book</link><category>Programme Management</category><category>Books</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 25 Aug 2011 04:16:07 PDT</pubDate><guid isPermaLink="false">http://www.consult-llewellyn.com/?p=859</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The Handbook of Programme Management is a 738 page hardback bible of authoritative guidance and advice, concepts, systems, templates and approaches on all aspects of successful programme management....<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/hoHeTPYTa2w" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/programme-management-book</feedburner:origLink></item><item><title>Where Will We Find Tomorrow’s Leaders? – Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/dI9x00bhKpM/where-will-we-find-tomorrows-leaders-video</link><category>Leadership</category><category>Videos</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 10 Jun 2009 03:04:40 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=809</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[We won&#8217;t find new global leaders by looking in conventional places for people who act in conventional take-charge ways. Instead, look for people who can lead from behind to promote the...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/dI9x00bhKpM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/where-will-we-find-tomorrows-leaders-video</feedburner:origLink></item><item><title>ITIL Fundamentals</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/s934u9q55oY/itil-fundamentals</link><category>Information Technology</category><category>Programme Management</category><category>OGC</category><category>Projects</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 10 Jun 2009 02:55:01 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=803</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[To start with the basics, ITIL is the acronym for “IT Infrastructure Library” and it consists of a set of books developed by the UK’s Office of Government Commerce (OGC). Just to set the scene,...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/s934u9q55oY" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/itil-fundamentals</feedburner:origLink></item><item><title>Why New Systems Fail</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/FAoSXDH_Vas/why-new-systems-fail</link><category>Programme Management</category><category>Risk Management</category><category>Projects</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 08 Aug 2011 01:21:20 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=791</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Phil Simon wrote to me a few days ago about his new book called; &#8220;Why New Systems Fail &#8211; Theory and Practice Collide&#8221;. We&#8217;ve all read plenty of statistics which highlight the...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/FAoSXDH_Vas" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/why-new-systems-fail</feedburner:origLink></item><item><title>Six Behaviours of Winners in a Downturn – Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/hoOVsvno2Qo/six-behaviours-of-winners-in-a-downturn-video</link><category>Leadership</category><category>Business Owners</category><category>Recession</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 25 Aug 2011 04:15:18 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=784</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[In any economic downturn, in every sector of the economy, some businesses fail, some struggle through and survive, and some business owners and leaders grasp the upside of the downturn and emerge as...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/hoOVsvno2Qo" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/six-behaviours-of-winners-in-a-downturn-video</feedburner:origLink></item><item><title>The Dangers of Nepotism – Video Interview</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/g9a87v20DAs/the-dangers-of-nepotism</link><category>Leadership</category><category>Executive Recruitment</category><category>Nepotism</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 02 Jun 2009 09:27:56 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=778</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Whilst nepotism is quite acceptable is some countries, it poses dangers which include damaged morale when employees hired by family and friends underperform on the job or receive special treatment....<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/g9a87v20DAs" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-dangers-of-nepotism</feedburner:origLink></item><item><title>How Intelligent are You?</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/77y4VudbF8Q/our-10-intelligences</link><category>Soft Skills</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 02 Jan 2012 02:16:55 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=772</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Most people who are gifted in numbers or words with perhaps an MBA, PhD, or a swanky job title, are believed to be &#8216;intelligent&#8217;. But the true meaning of intelligence covers a far wider...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/77y4VudbF8Q" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/our-10-intelligences</feedburner:origLink></item><item><title>PRINCE2 2009 – An Evolution Update Video</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/GLiT_DOKY-8/prince2-2009-update-video</link><category>Programme Management</category><category>Videos</category><category>OGC</category><category>PRINCE2</category><category>Projects</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 28 May 2009 00:14:34 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=748</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Lead author of PRINCE2 2009, Andy Murray, tells us about the way in which PRINCE2 has changed for 2009. Learn more about PRINCE2 and its evolution into 2009 at the OGC&#8217;s  Best Practice...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/GLiT_DOKY-8" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/prince2-2009-update-video</feedburner:origLink></item><item><title>It’s all about People</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/R0x0byn_DYI/its-all-about-people</link><category>Coaching</category><category>Interpersonal skills</category><category>People Skills</category><category>Soft Skills</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 27 May 2009 23:59:51 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=499</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Over the years I’ve done my fair share interviewing of project and programme management candidates. I’ve come across some superb CVs and spoken with some very articulate and switched on managers who...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/R0x0byn_DYI" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/its-all-about-people</feedburner:origLink></item><item><title>The Elephant in The Room</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/mL11spoNhRI/the-elephant-in-the-room</link><category>Programme Management</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 28 May 2009 00:39:25 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=434</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[This article was kindly contributed by Geoff Reiss: Banks, software houses, manufacturers, civil engineers, central and local government organisations, universities and charities: I have been lucky...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/mL11spoNhRI" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-elephant-in-the-room</feedburner:origLink></item><item><title>Transforming Giants – A Harvard Interview</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/K44lv7ilyqA/transforming-giants-a-harvard-interview</link><category>Leadership</category><category>Videos</category><category>Transformation</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 20 May 2009 00:31:57 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=745</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[An Interview with Rosabeth Moss Kanter, Professor, Harvard Business School. Some multinationals, despite their size, manage to be nimble, innovative, and connected with local communities. How? By...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/K44lv7ilyqA" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/transforming-giants-a-harvard-interview</feedburner:origLink></item><item><title>Relationships and the Stakeholder Circle™</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/nU6W_jxWrck/project-relationships-and-the-stakeholder-circle%e2%84%a2</link><category>Portfolio Management</category><category>Programme Management</category><category>Project Management</category><category>Stakeholder Management</category><category>buy-in</category><category>interpersonal skills</category><category>Persuasion</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 03:16:55 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=740</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Many will agree that project or programme success and failure is directly related to how well stakeholder management is addressed by the project or programme manager. Communication, perceptions and...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/nU6W_jxWrck" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/project-relationships-and-the-stakeholder-circle%e2%84%a2</feedburner:origLink></item><item><title>The Change That Needs Control</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/I9Wc3dZFrkM/the-change-that-needs-control</link><category>Programme Management</category><category>Change</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 13 May 2009 00:43:13 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=735</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[On Monday, a fomer colleague in Dubai asked me for a change request process and template. I sent him a change CR log too. By putting a change process in place, you can easily monitor and control the...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/I9Wc3dZFrkM" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-change-that-needs-control</feedburner:origLink></item><item><title>Be Strategic With Your Workforce – Video Interview</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/2eODKyxC16I/be-strategic-with-your-workforce-video-interview</link><category>Videos</category><category>Strategy</category><category>Video</category><category>Workforce</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 11 May 2009 01:16:01 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=730</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[In this video interview Dick Beatty, professor of Human Resource Management at Rutgers University, explains how to identify your most important positions and get your best people into them.<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/2eODKyxC16I" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/be-strategic-with-your-workforce-video-interview</feedburner:origLink></item><item><title>The Corporate Guy</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/uWmX8wWMB58/the-corporate-guy</link><category>Coaching</category><category>Lifestyle</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 07 May 2009 12:56:12 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=718</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[There was this young Corporate Guy, And all of him was neatly pressed. All except his Walking Hat, Which was very old, soft and wrinkled. He loved his Walking Hat, But he didn’t wear this hat very...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/uWmX8wWMB58" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/the-corporate-guy</feedburner:origLink></item><item><title>APM Knowledgeshare 2009 – Programme &amp; Portfolio Management</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/9715xw5mU_U/apm-knowledgeshare-2009-programme-portfolio-management</link><category>News</category><category>Programme Management</category><category>Events</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 05 May 2009 03:13:48 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=693</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Date: Friday 29th May 2009 Time: 9am &#8211; 4.30pm Venue: University College London, Gower Street, London, WC1E 6BT, United Kingdom The APM runs several Specific Interest Groups (SIGs) covering...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/9715xw5mU_U" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/apm-knowledgeshare-2009-programme-portfolio-management</feedburner:origLink></item><item><title>Social Intelligence and Leadership – Video Interview</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/hEYOtQlXpu8/social-intelligence-and-leadership</link><category>Coaching</category><category>Leadership</category><category>Soft Skills</category><category>Videos</category><category>Communications</category><category>Empathy</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Mon, 11 May 2009 01:15:43 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=691</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[A Harvard interview with Daniel Goleman, Psychologist. See how you can use emotional and social intelligence to improve your own and your organization&#8217;s performance.<br/>
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<a href="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?a=hEYOtQlXpu8:8VjBu05fL7M:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/llewellyn-group/Niqx?d=yIl2AUoC8zA" border="0"></img></a>
</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/hEYOtQlXpu8" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/social-intelligence-and-leadership</feedburner:origLink></item><item><title>Stakeholder Management</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/bu-jx0pBSHc/stakeholder-management</link><category>Leadership</category><category>Programme Management</category><category>Communications</category><category>Stakeholders</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 05 May 2009 02:34:32 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=418</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Stakeholder Management helps us ensure successful change. It helps managers assess and manage the environment around the planned programme and brings out the interests of the stakeholders and...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/bu-jx0pBSHc" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/stakeholder-management</feedburner:origLink></item><item><title>Why Use a Project Management Methodology?</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/AmJUnb5R0KY/why-use-a-project-methodology</link><category>Programme Management</category><category>Methodology</category><category>Projects</category><category>Templates</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 05 May 2009 12:49:07 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=672</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Many Project Managers believe that to enjoy total project management success, you need to manage projects using a formal project management methodology. They say it helps give you direction, it saves...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/AmJUnb5R0KY" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/why-use-a-project-methodology</feedburner:origLink></item><item><title>Be a Better Leader, Have a Richer Life – Video Interview</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/kkOV3S6j5KE/be-a-better-leader-have-a-richer-life-video-interview</link><category>Leadership</category><category>Videos</category><category>Lifestyle</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 05:37:53 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=670</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[A Harvard interview with Stewart Friedman, Professor, University of Pennsylvania&#8217;s Wharton School. Traditional thinking pits work and the rest of our lives against each other. Taking smart...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/kkOV3S6j5KE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/be-a-better-leader-have-a-richer-life-video-interview</feedburner:origLink></item><item><title>100 NASA Tips for PMs – Not Rocket Science</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/ZjRAxPiJT8E/100-nasa-tips-for-project-managers-not-rocket-science</link><category>Programme Management</category><category>Projects</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Tue, 06 Dec 2011 08:05:22 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=647</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[These have been floating around the net for quite a few years and I happened to stumble across them again and thought I should share them with you. All credit goes to Jerry Madden at NASA for this...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/ZjRAxPiJT8E" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/100-nasa-tips-for-project-managers-not-rocket-science</feedburner:origLink></item><item><title>20 Back to Business Basics</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/nuY_P8CjTbY/back-to-business-basics</link><category>Soft Skills</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 05:37:48 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=722</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[It still astonishes me to walk the coridors of leading organisations and witness people consistently turning up for meetings late, mobile phones being used in meetings, miserable faces and...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/nuY_P8CjTbY" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/back-to-business-basics</feedburner:origLink></item><item><title>Use Failure to Grow Your Business – Video interview</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/Wpvs4D8Eeno/use-failure-to-grow-your-business-video-interview</link><category>Leadership</category><category>Videos</category><category>Strategy</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 05:37:43 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=618</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Rita McGrath is a Professor at Columbia Business School. Here she is interviewed by Harvard Businesss Publishing about how companies can plan and pursue an aggressive growth agenda with confidence....<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/Wpvs4D8Eeno" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/use-failure-to-grow-your-business-video-interview</feedburner:origLink></item><item><title>Developing the CEO Within You – Video interview</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/IwECeLVBN3E/577</link><category>Leadership</category><category>Videos</category><category>Video</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Sun, 26 Apr 2009 00:26:48 PDT</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=577</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Harvard Business School published this informative video interview with Professor Joseph L. Bower. He suggests that to become an effective CEO, you should strive to work for companies committed to...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/IwECeLVBN3E" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/577</feedburner:origLink></item><item><title>Leading with Empathy</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/Luacrq4uKXE/leading-with-empathy-2</link><category>Interpersonal skills</category><category>Empathy</category><category>Leadership</category><category>Soft Skills</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 05:37:27 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=562</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[The likes of Harvard, Stephen Covey and other respected names in business support the fact that leaders need to empathise strongly with their followers and care about what they are feeling. Good...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/Luacrq4uKXE" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/leading-with-empathy-2</feedburner:origLink></item><item><title>Harvard Asks: do you or your managers need an executive coach?</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/7FfH5SJWBMA/do-you-need-an-executive-coach-do-your-managers-read-what-harvard-says</link><category>Coaching</category><category>Research</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 05:37:10 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=537</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Paul Michelman was an editor of Harvard Management Update and he wrote an interesting piece called; &#8220;What an Executive Coach Can Do for You&#8221;. He explained that coaching was once viewed by...<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/7FfH5SJWBMA" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/do-you-need-an-executive-coach-do-your-managers-read-what-harvard-says</feedburner:origLink></item><item><title>7 Ways to a Successful Project or Programme Board</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/UWLYU2iCvrk/7-ways-to-a-successful-project-or-programme-board</link><category>Programme Management</category><category>Governance</category><category>OGC</category><category>Project &amp; Programme Boards</category><category>Projects</category><category>Stakeholders</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Thu, 29 Dec 2011 13:26:19 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=512</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[When the OGC (UK Office of Government Commerce) reviews government projects and programmes, governance issues often rise to the top and the project or programme board is a common topic for debate....<br/>
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</div><img src="http://feeds.feedburner.com/~r/llewellyn-group/Niqx/~4/UWLYU2iCvrk" height="1" width="1"/>]]></content:encoded><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://www.consult-llewellyn.com/7-ways-to-a-successful-project-or-programme-board</feedburner:origLink></item><item><title>The Weakest Link in Your PMO (LinkedIn Poll)</title><link>http://feedproxy.google.com/~r/llewellyn-group/Niqx/~3/80ZhCJs5r7o/the-weakest-link-in-your-pmo</link><category>PMO</category><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Rob Llewellyn</dc:creator><pubDate>Wed, 11 Jan 2012 05:36:59 PST</pubDate><guid isPermaLink="false">http://www.llewellyn-group.com/?p=518</guid><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[I have a poll running on LinkedIn which asks the question: &#8220;What is the weakest link in your PMO&#8221;?  Whilst everyone has their own opinion which is usually applicable to the organisation...<br/>
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