CITIZEN ACT – 2011-2012 seasonHow to run a stand-out project        Methodology        Constantin ERODIADES        Stéphan...
CITIZEN ACT – 2011-2012 season                          Plan1. Presenting the mission and advice for answering thequestion...
CITIZEN ACT – 2011-2012 season1. PRESENTING THE MISSION AND ADVICEFOR ANSWERING THE QUESTIONS RAISED                 SOCIE...
CITIZEN ACT – 2011-2012 season 1.1. Interest and spirit of the missionThe global challenge for cities and their future de...
CITIZEN ACT – 2011-2012 season1.1. Interest and spirit of the mission (continued)To provide the opportunity to create solu...
CITIZEN ACT – 2011-2012 season1.1. Interest and spirit of the mission (continued)Establish the role and the missions of pr...
CITIZEN ACT – 2011-2012 season    1.2. Structure of the mission1. The definition of a sustainable city          3. Concret...
CITIZEN ACT – 2011-2012 season1.3. What is expected of the teams• To develop a creative and innovative approach• To move a...
CITIZEN ACT – 2011-2012 season1.4. Reminder of the evaluation criteria for the projects• The practicality of the project• ...
CITIZEN ACT – 2011-2012 season1.4. Work advice Search for additional information•   Internet sources quoted in the text• ...
CITIZEN ACT – 2011-2012 season2. PROJECT MANAGEMENT BASICS                SOCIETE GENERALE                   CITIZEN ACT
CITIZEN ACT – 2011-2012 season2.1. Key stages of project management1. The vision of the project:•   The aim of the project...
CITIZEN ACT – 2011-2012 season2.2. Aspects to monitor in the proposed project1. In the vision of the project: the aim conv...
CITIZEN ACT – 2011-2012 season3. GROUP WORK AND CREATIVITYTECHNIQUES                SOCIETE GENERALE                   CIT...
CITIZEN ACT – 2011-2012 season3.1. Reality and representation of the worldWhat we find depends, in one way, on the reality...
CITIZEN ACT – 2011-2012 season3.2. Creative inspiration contributes to the conceptionof an innovative projectIn most cases...
CITIZEN ACT – 2011-2012 season3.3. Creativity born from sequential phases ofdivergence and convergenceThe suggested approa...
CITIZEN ACT – 2011-2012 season3.4. Optimum conditions for innovationIt is therefore in the combination of freedom andconst...
CITIZEN ACT – 2011-2012 season3.5. Pragmatism and innovationThe success of an innovative project is linked to theadded val...
CITIZEN ACT – 2011-2012 seasonGOOD LUCK AND HERES TO SUCCESSFOR ALL OF YOU!                SOCIETE GENERALE               ...
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How to run a stand-out project Methodology How to run a stand-out project Methodology

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How to run a stand-out project Methodology How to run a stand-out project Methodology

  1. 1. CITIZEN ACT – 2011-2012 seasonHow to run a stand-out project Methodology Constantin ERODIADES Stéphanie CHASSERIO
  2. 2. CITIZEN ACT – 2011-2012 season Plan1. Presenting the mission and advice for answering thequestions raised2. Project management basics3. Group work and creativity techniques SOCIETE GENERALE CITIZEN ACT
  3. 3. CITIZEN ACT – 2011-2012 season1. PRESENTING THE MISSION AND ADVICEFOR ANSWERING THE QUESTIONS RAISED SOCIETE GENERALE CITIZEN ACT
  4. 4. CITIZEN ACT – 2011-2012 season 1.1. Interest and spirit of the missionThe global challenge for cities and their future developmentThe concentration of the majority of human beings in urban spaces (70%worldwide)A question of survival and quality of life for human beingsThe key issue: rethink cities and their development in the interests ofsustainabilityWhile considering:•The diversity of form and size for cities•The diversity of cultural and national contexts•The diversity of economic situations SOCIETE GENERALE CITIZEN ACT
  5. 5. CITIZEN ACT – 2011-2012 season1.1. Interest and spirit of the mission (continued)To provide the opportunity to create solutions for the cities, keeping thethree CSR pillars in mind Ecological Livable Feasible Sustainable Social Fair Economical SOCIETE GENERALE CITIZEN ACT
  6. 6. CITIZEN ACT – 2011-2012 season1.1. Interest and spirit of the mission (continued)Establish the role and the missions of private banking and the banker inthis regard:• A role as major player and stakeholder• The financial tools to be created• The actions to be taken SOCIETE GENERALE CITIZEN ACT
  7. 7. CITIZEN ACT – 2011-2012 season 1.2. Structure of the mission1. The definition of a sustainable city 3. Concrete examples of issues • Access to resources • Waste management2. Suggested theoretical tools for • Production and distribution oftackling the complexity of the subject energymatter • Transport infrastructures and mobility• Systemic approach • Space and habitat management• The stakeholders• Theory of external factors 4. The key challenge of financing• Product service systems sustainable cities SOCIETE GENERALE CITIZEN ACT
  8. 8. CITIZEN ACT – 2011-2012 season1.3. What is expected of the teams• To develop a creative and innovative approach• To move away from traditional frameworks• To incorporate a CSR approachTo propose complete projects which take into account:• The various issues set out in the mission• All of the stakeholders• Negative external factors and the benefits of the projects• The role of the banker and the development of his assignments and tools SOCIETE GENERALE CITIZEN ACT
  9. 9. CITIZEN ACT – 2011-2012 season1.4. Reminder of the evaluation criteria for the projects• The practicality of the project• The feasibility of the project• The originality and innovative nature of your proposal• The consideration of the negative external factors and benefits of your project from a systemic perspective. SOCIETE GENERALE CITIZEN ACT
  10. 10. CITIZEN ACT – 2011-2012 season1.4. Work advice Search for additional information• Internet sources quoted in the text• Research based on the theme of sustainable cities• Share your experiencesVisit the players in the fieldDare to be innovative Use the analysis grids suggested in the proposal• Systemic approach• Product service systems• Business model tools SOCIETE GENERALE CITIZEN ACT
  11. 11. CITIZEN ACT – 2011-2012 season2. PROJECT MANAGEMENT BASICS SOCIETE GENERALE CITIZEN ACT
  12. 12. CITIZEN ACT – 2011-2012 season2.1. Key stages of project management1. The vision of the project:• The aim of the project,• The objectives,• The final deliverables.2. The project organisation:• Tenacity of the stakeholders,• Building the project team (who is doing what and with which means and for which purpose?).3. Implementing the project:• Influence on and with stakeholders,• The risks identified,• An alternative approach. SOCIETE GENERALE CITIZEN ACT
  13. 13. CITIZEN ACT – 2011-2012 season2.2. Aspects to monitor in the proposed project1. In the vision of the project: the aim conveys the long term ambition. The objectives must be feasible and realistic in economic terms.2. In the organisation of the project: it is important to ascertain the potential resistance of the stakeholders and to ensure the guidance and coherence of the teams work.3. In the implementation of the project: it is vital to identify developments in the project environment, identify potential competition and calculate potential risks that could jeopardise the project. SOCIETE GENERALE CITIZEN ACT
  14. 14. CITIZEN ACT – 2011-2012 season3. GROUP WORK AND CREATIVITYTECHNIQUES SOCIETE GENERALE CITIZEN ACT
  15. 15. CITIZEN ACT – 2011-2012 season3.1. Reality and representation of the worldWhat we find depends, in one way, on the reality thatwe perceive and in another way, on the way in whichwe perceive that reality. SOCIETE GENERALE CITIZEN ACT
  16. 16. CITIZEN ACT – 2011-2012 season3.2. Creative inspiration contributes to the conceptionof an innovative projectIn most cases, creativity techniquesconsist of distancing yourself from andthen returning to the issue at hand; itcould be compared to the windingcourse taken by a mountaineer on theirway to the summit or the navigator,sailing upwind as they change tack. SOCIETE GENERALE CITIZEN ACT
  17. 17. CITIZEN ACT – 2011-2012 season3.3. Creativity born from sequential phases ofdivergence and convergenceThe suggested approach is based on hypotheses and ideas.The hypothesesa. Exploration (divergence): which hypotheses are possible?b. Reformulation (convergence): which hypotheses are most realistic?The ideasa. The formulation of ideas (divergence): think up as many ideas as possible based on the underlying hypotheses.b. The selection (convergence): which ideas work? SOCIETE GENERALE CITIZEN ACT
  18. 18. CITIZEN ACT – 2011-2012 season3.4. Optimum conditions for innovationIt is therefore in the combination of freedom andconstraint that innovative projects are born. SOCIETE GENERALE CITIZEN ACT
  19. 19. CITIZEN ACT – 2011-2012 season3.5. Pragmatism and innovationThe success of an innovative project is linked to theadded value of this project in relation to marketrealities. SOCIETE GENERALE CITIZEN ACT
  20. 20. CITIZEN ACT – 2011-2012 seasonGOOD LUCK AND HERES TO SUCCESSFOR ALL OF YOU! SOCIETE GENERALE CITIZEN ACT

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