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Profile: Stephen Scott

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  • How to love an old ERP system
  • Just enough project management

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  • Why learning from experience isn't
  • How to succeed by accident
  • The deep reasons behind project failure

Unsticking a stuck project team

cognitive map snippetA cross-functional project team was working to terms of reference with very wide scope, and clearly aligned with the strategic objectives of the company. Stephen Scott had been engaged to assist this at a functional level.

The senior management of the company were very responsive to critical day-to-day incidents. Team members were frequently assigned to ad-hoc initiatives. These initiatives were sometimes in conflict with the principles that the team was supposed to be following in the main project. Eventually, the team lost its momentum.

Stephen switched roles, and facilitated a one-day team workshop. During this, the team developed a new understanding of how they could pursue the project objectives, despite the difficult context in which they were working.

Stephen's preferred facilitation styles have strong theoretical foundations, and are highly focused on the quality of communication within the group, and on creating a basis for coordinated action.

 

Syncresis Ltd. Company no. 3548391. Registered in England and Wales. Registered office: 14 Wolverton Avenue, Kingston upon Thames, KT2 7QD. Vat No. 711 0818 74

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