Some people say otherwise, but a wedding *is* a project. It has a set purpose and the project has an end date. It has a project team, project manager and most certainly has a budget. Certain milestones must be achieved at certain times in order for the goal to be reached. Later goals depend on achieving earlier ones.

So, you could be a PM professional with a wedding to plan; or you might have found us because you are a bride-to-be looking for structure to tackle this massive task. You could take our 1-day Project Management course, or even our PRINCE2 qualifications to really know how to manage your wedding! Following on from our popular Project Manage Your Life, here’s our simple guide to project managing a wedding:

Benefits Criteria

The first thing to do is identify the benefits criteria that will define project success. These can be such things as:

• Everyone being where they should be at the right times
• Happy guests
• No family conflict (yes, it’s a factor)
• (For the bride), feeling beautiful
• Having a stress-less wedding planning experience
• Choosing wedding suppliers you can trust to deliver

"Who is your Leadership Skills course aimed at?"

That is the most common question we get asked about leadership training.

The answer?

Anybody who wants to lead in their organisation, from team members up to C-level executives and business owners.

It is a common misconception that leadership is only important for positions of authority.

I think that's wrong and in this post I'm going to explain why leadership is important at all levels of an organisation.

I've also put together some highly simplified graphics to show why I think that leadership at the bottom can often lead to highest level of organisational change.

Leading from the Top

Every business needs to make changes but problems arise when there is no one in place to manage those changes......our writer John A G Smith helps explain how important Change Management is:

Harry studied the paperwork for a few minutes and then looked up.

“You’re absolutely right,” he said, “the change is essential and urgent. I’ll give you access to the Live Library. You and your team go ahead and build the change. When you you’ve tested it I’ll give you the password and you can put it into live.”

I was stunned. He was right about the urgency but this was way out of line. Here I was, just a subcontractor, being given the keys to the kingdom.

“What about Change Management?” I asked. “And doesn’t it have to go through the Change Advisory Board? Doesn’t anyone have to sign it off?”

“Nah.” He leaned back in his chair, legs straight and thrust his hands deep in his pockets. “The problem here is that our systems are too dynamic. We’ve got so many urgent changes going on that any sort of Change Management system will just get in the way. It would slow the whole thing up and be too much of a drag on everything.”