Organisational Mindset Implications for Project Managers

Tuesday 9 November 2010

6.00pm - 8.30pm (refreshments available 30 minutes before)

BCS London, Davidson Building, 5 Southampton Street, London, WC2E 7HA | Maps

Bob Marshall

Various studies, including some for the BCS, suggest IT projects fail at a rate of 2 out of 3, or 7 out of 8, or even more. Few such projects can be considered truly successful. Why? The Marshall Model postulates a direct correlation between the prevailing mindset of an organisation and its overall effectiveness (at achieving its goals). The Model also describes the four major mindsets of technology organisations and how each dictates a very different approach in many areas of business including project management. This evening's session describes the Model and the implications for the behaviour of project & programme managers who wish their projects to effectively deliver the desired outcomes of stakeholders.

About the Speaker:

Bob Marshall has worked at the cutting edge of software and business systems development for more than twenty years. Throughout his career he has consistently inspired people to improve their own capabilities - along with those of their teams and organizations. He spent three years as CEO of a highly-successful Software Product Development and Consultancy start-up, winning major clients in both Telecoms and eFinance, and has for the past several years headed a Software Development Management Consultancy advising organisations how best to manage software product development in all its aspects. His most recent role is as CEO of a Technology Products Design and Development Engineering start-up specialising in rapid design of hyperconnected devices.

Bob previously held the role of Senior Enterprise Architect and Practice Leader with Sun Microsystems at its UK Java Center, and before that fulfilled many roles, from developer, analyst, designer and architect, through product-, project- and general management, consultancy, sys admin, and QA to operations, marketing and sales. With a keen focus on business value, and able to de-risk client projects and provide guarantee outcomes, most of his assignments now revolve around working as a trusted advisor or interim executive to ambitious, growing technology product companies, meeting the challenges involved in taking their businesses to the next level, and speeding the flow of ideas in their concept-to-cash pipelines.

Event report

A review and presentation slide pack may be posted on our PROMS-G Members' Secure Website.