Getting the right people involved at the right time on your projects comes down to defining what you need, who can support it, and when you need them. Sounds easy but it’s not when you consider project stakeholder schedules and competing projects. Get some tips for how to get what you need when you need it.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
Project managers are constantly juggling schedules, cost, and resources. Because of the rapid, evolving nature of projects today, people will come and go on projects. This webinar will consider how to respond to resource shifts and mitigate the impact of changing roles and people.
MINDSTORMING: UPA 2011 full presentationDante Murphy
This document provides an overview of a workshop on collaborative design for social change. The workshop aims to teach participants about different types of design collaboration through participatory activities. Participants will learn about collaboration, participation, and workshop methodologies. They will practice taking structured notes and prototyping solutions to validate hypotheses. The goal is for participants to understand how to assess when design collaboration could benefit a social initiative and which methodology is most appropriate. The workshop emphasizes a collaborative process of research, ideation, and design to effectively drive social change.
Grouputer Virtual Workshops Go Beyond Web Conferencing
Grouputer is an advanced e-collaboration programs that accelerates and improves decision making and learning in local and distributed workshops, meetings, surveys and training.
The Grouputer application solves the problem of formulating and documenting complex plans in virtual workshops by combining standard web conferencing tools with GDSS (Group Decision Support System) tools in a single software application.
Customers describe Grouputer as “web conferencing on steroids" because it enables complex planning to be conducted in virtual workshops that would otherwise require lengthy and expensive face-to-face meetings.
While web conferencing tools enable information and expertise sharing in presentations, documents and the web, GDSS tools actively engage participants in collaborative critical thinking activities achieving better solutions, with buy in and commitment.
Ideas from team members are recorded in text and processed using problem solving and planning methods such as agenda setting, brainstorming, categorizing, prioritizing, evaluation and action planning.
Formatted reports document workshop output ready for immediate distribution. A Process Builder is available to template meeting methodologies and training programs for repeat use and corporate consistency.
According to Gartner, when web conferencing tools are combined with GDSS meeting performance is enhanced and there are fewer dysfunctional meetings.
Fortune 500 companies, Defence, and consultants use Grouputer in intensive planning projects in real time or at times convenient to participants.
Customer applications include business and process improvement, Six Sigma/Lean, risk and project management and strategy development for sales, marketing, HR, information technology and operations.
Grouputer offers program and application security and is available as a hosted service and perpetual licence.
Making the case for design management services on complex hospitality design projects, and an overview of design management services provided by HARRIS Architecture + Design Management.
This document provides an introduction to Integrated Design Process (IDP). It discusses the context and drivers of IDP, including increasing demands on buildings and the green building movement. The core principles of IDP are described as iterative, flexible, and process- and outcome-driven. Key benefits include reduced costs, improved collaboration and communication, and enhanced project performance. The document outlines the IDP process, roles of team members, and skills needed for effective facilitation. Contact information is provided for the Canada Green Building Council and presentation host Rodney Wilts.
Presentation given by Miles Appel, Executive Director internal Web Capabilities at Kaiser Permanente and Gia Lyons, Director Strategic Conswulting at Jive Software at Enterprise 2.0 San Francisco 2009.
The document summarizes an Ideas Camp seminar approach developed by Kent Connects Partners to help progress projects in their ICT action plan and strategy. The first Ideas Camp focused on customer service innovation and public service redesign, introducing a customer channel shift project and developing principles for designing ICT-enabled services with customers. These principles were then codified and will inform the development of a challenge-based approach in Kent to involve customers in designing technology solutions to support themselves and their communities.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
Project managers are constantly juggling schedules, cost, and resources. Because of the rapid, evolving nature of projects today, people will come and go on projects. This webinar will consider how to respond to resource shifts and mitigate the impact of changing roles and people.
MINDSTORMING: UPA 2011 full presentationDante Murphy
This document provides an overview of a workshop on collaborative design for social change. The workshop aims to teach participants about different types of design collaboration through participatory activities. Participants will learn about collaboration, participation, and workshop methodologies. They will practice taking structured notes and prototyping solutions to validate hypotheses. The goal is for participants to understand how to assess when design collaboration could benefit a social initiative and which methodology is most appropriate. The workshop emphasizes a collaborative process of research, ideation, and design to effectively drive social change.
Grouputer Virtual Workshops Go Beyond Web Conferencing
Grouputer is an advanced e-collaboration programs that accelerates and improves decision making and learning in local and distributed workshops, meetings, surveys and training.
The Grouputer application solves the problem of formulating and documenting complex plans in virtual workshops by combining standard web conferencing tools with GDSS (Group Decision Support System) tools in a single software application.
Customers describe Grouputer as “web conferencing on steroids" because it enables complex planning to be conducted in virtual workshops that would otherwise require lengthy and expensive face-to-face meetings.
While web conferencing tools enable information and expertise sharing in presentations, documents and the web, GDSS tools actively engage participants in collaborative critical thinking activities achieving better solutions, with buy in and commitment.
Ideas from team members are recorded in text and processed using problem solving and planning methods such as agenda setting, brainstorming, categorizing, prioritizing, evaluation and action planning.
Formatted reports document workshop output ready for immediate distribution. A Process Builder is available to template meeting methodologies and training programs for repeat use and corporate consistency.
According to Gartner, when web conferencing tools are combined with GDSS meeting performance is enhanced and there are fewer dysfunctional meetings.
Fortune 500 companies, Defence, and consultants use Grouputer in intensive planning projects in real time or at times convenient to participants.
Customer applications include business and process improvement, Six Sigma/Lean, risk and project management and strategy development for sales, marketing, HR, information technology and operations.
Grouputer offers program and application security and is available as a hosted service and perpetual licence.
Making the case for design management services on complex hospitality design projects, and an overview of design management services provided by HARRIS Architecture + Design Management.
This document provides an introduction to Integrated Design Process (IDP). It discusses the context and drivers of IDP, including increasing demands on buildings and the green building movement. The core principles of IDP are described as iterative, flexible, and process- and outcome-driven. Key benefits include reduced costs, improved collaboration and communication, and enhanced project performance. The document outlines the IDP process, roles of team members, and skills needed for effective facilitation. Contact information is provided for the Canada Green Building Council and presentation host Rodney Wilts.
Presentation given by Miles Appel, Executive Director internal Web Capabilities at Kaiser Permanente and Gia Lyons, Director Strategic Conswulting at Jive Software at Enterprise 2.0 San Francisco 2009.
The document summarizes an Ideas Camp seminar approach developed by Kent Connects Partners to help progress projects in their ICT action plan and strategy. The first Ideas Camp focused on customer service innovation and public service redesign, introducing a customer channel shift project and developing principles for designing ICT-enabled services with customers. These principles were then codified and will inform the development of a challenge-based approach in Kent to involve customers in designing technology solutions to support themselves and their communities.
This document provides a manifesto and overview of Group Partners' approach to delivering strategic transformation and achieving lasting impact. It emphasizes the need for an inspired vision, decision quality, a shared roadmap, and optimal platforms delivered through collective effort and strong leadership. Lasting change requires commitment, expertise, and understanding what it takes for change to stick across all dimensions. Any transformation requires conscious will, a clear direction, focused commitment from the workforce, and the capabilities and resources to implement changes. The future belongs to leaders who challenge conventions and continually explore new contexts with curiosity to manage increasing complexity.
The course was about how to implement user centered design in organizations. It was part of the Master degree program in Business with orientation in User Centered Design. Laurea University of Applied Sciences.
"Saving The World With Project Management" from the July 2011 Issue of PM Net...Think For A Change
Project management techniques can help not-for-profit organizations increase efficiency and accountability to improve their impact. The article discusses how smaller non-profits often lack business skills needed for success. It provides examples of organizations that use project management to define goals, track funding, and measure results. This allows them to demonstrate success to donors and improve oversight of remote projects.
The document discusses turning ideas into action through innovation and project management. It defines innovation as bringing creative ideas to life to increase customer relevance and drive growth. The innovation process involves capturing ideas, evaluating them through a "funnel" of stages, and using project management principles to execute ideas as projects. Some key lessons discussed include defining what innovation means, building prototypes to resolve ambiguity, setting goals and metrics for success, and ensuring 99% of innovation comes from execution rather than ideas alone.
Interntional Symposium On Service Systems Science 2012 KwanStephen Kwan
This document discusses information and knowledge management for service systems design and engineering. It presents perspectives including service thinking, design thinking, business thinking, and engineering disciplines that can be incorporated into a service system's life cycle from discovery to engineering. These perspectives include concepts like value propositions, service blueprints, and information technology platforms that support service systems.
This document provides a job description for a Catalyst Advocator role created for the author's skills and knowledge. The role oversees developing innovative ideas and analyzing their feasibility for implementing strategies to maintain a competitive advantage long-term. Responsibilities include maintaining expertise, investigating ideas, analyzing data, planning proposals, applying strategies through assembled teams, and providing leadership.
This document provides guidance for developing a social media plan for a client. It outlines 5 key steps: 1) Understanding the target audience, 2) Establishing objectives and goals, 3) Developing a strategy, 4) Choosing tools and tactics, and 5) Measuring results and making adaptations. It also discusses researching the client's needs, business goals, current relationships/audience, industry, and communications channels. Students are assigned to create a 6+ page brief and presentation recommending a social media plan for a coffee shop client based on research and analysis of the client and industry.
How do you engage others when problem solving? Knowing how to facilitate a productive brainstorming session puts the power of collaborative thinking in your corner. Plus, it builds a stronger and more united team to meet future challenges head on, too. Learn how to unlock group creativity to start the ideas flowing in this article from the Peak Focus experts.
How organisations are considering their audience in business decisionsEmpathy
Empathy set out to explore how NZ organisations are learning about their audience, and how they’re using the resulting information to make business decisions.
We talked to 55 of New Zealand's best organisations, both private and public sector. This is what we found...
The document discusses the empathy map tool for developing personas to aid in user-centered design. It summarizes that developing empathy for users is important but difficult, so tools have been created to help designers. The empathy map tool guides designers to consider a persona's feelings, environment, behaviors, concerns and aspirations. The author used this tool in a project for Burger King to develop personas for new customer segments. The tool provided more understanding but has limitations as no actual users are involved.
SPL Strategic Plan Preparing Team Final ReportJim Loter
The Seattle Public Library’s Leadership Team chartered a Strategic Plan Preparing Team (SPPrT) with the broad goal of setting the stage for strategic plan implementation by developing recommendations to support an organizational culture of innovation.
This document summarizes the first session of an online learning series about Real Time Strategic Change (RTSC). The session introduced participants to RTSC principles and how the series will work. Key points included: setting expectations for the series outcomes, clarifying the purpose and applying RTSC to current work, and getting feedback to improve future sessions. Participants engaged in discussion forums to share experiences and get clarification on integrating RTSC into their work.
Our Credentials Presentation - not too descriptive. The following presentation is made to not stand alone and be presented by us, in person, but nevertheless, a great way to get a foot in the door of your considering us as professionals and our services as unique. Cheers!
The document discusses the shift from industrial to knowledge-based organizational models. It provides examples of how knowledge-based organizations operate with more flexible policies, transparency, decentralized decision-making, and emphasis on systems thinking compared to rule-based industrial models. It also discusses the costs of poor knowledge management for organizations and defines knowledge management as the creation, sharing, and leveraging of knowledge to improve organizational performance. Finally, it provides a knowledge diagnostic model and KM process improvement model.
The document summarizes the results of a survey conducted by PM Experts on the importance of soft skills in project management. 74% of respondents considered soft skills essential for project success. Communication, decision-making, and motivating were identified as the most important soft skills. Training in areas like communication, motivating team members, and team building were deemed most useful by survey participants. The document concludes by introducing PM Experts, the consulting firm that conducted the survey.
This company provides non-traditional consulting services focused on creativity, innovation, and design thinking. They bring together techniques from these areas to make creative problem solving achievable and repeatable for clients. Their approach uses the right people, process, and environment to drive innovation. They offer trainings to build confidence in creativity and teach a simple innovation process. They also facilitate solution sessions to guide clients' innovation efforts using proven processes. Their goal is to help clients generate more and better ideas faster.
The document summarizes the roles of a business analyst and product owner in an agile scrum environment. It defines the typical responsibilities of a business analyst, which include understanding business needs, communicating with stakeholders, and ensuring organizations get value from IT resources. It then introduces agile scrum methodology and the product owner role on a scrum team, which is responsible for managing product backlogs, priorities, and acting as a liaison between the development team and customers. The document argues that business analysts are well-suited for the product owner role given their business analysis skills and ability to bridge gaps. It identifies some adjustments analysts may need to make when transitioning from a traditional business analyst role to a product owner.
The document discusses the differences between traditional project management and agile project management. An agile project manager manages the unknown rather than following a detailed plan and focuses on facilitating decision making rather than making decisions. Key traits of an agile project manager include being cross-functional, building relationships, encouraging innovation, and facilitating collaboration rather than controlling the project. Agile project management values respecting individuals over processes.
This document provides a manifesto and overview of Group Partners' approach to delivering strategic transformation and achieving lasting impact. It emphasizes the need for an inspired vision, decision quality, a shared roadmap, and optimal platforms delivered through collective effort and strong leadership. Lasting change requires commitment, expertise, and understanding what it takes for change to stick across all dimensions. Any transformation requires conscious will, a clear direction, focused commitment from the workforce, and the capabilities and resources to implement changes. The future belongs to leaders who challenge conventions and continually explore new contexts with curiosity to manage increasing complexity.
The course was about how to implement user centered design in organizations. It was part of the Master degree program in Business with orientation in User Centered Design. Laurea University of Applied Sciences.
"Saving The World With Project Management" from the July 2011 Issue of PM Net...Think For A Change
Project management techniques can help not-for-profit organizations increase efficiency and accountability to improve their impact. The article discusses how smaller non-profits often lack business skills needed for success. It provides examples of organizations that use project management to define goals, track funding, and measure results. This allows them to demonstrate success to donors and improve oversight of remote projects.
The document discusses turning ideas into action through innovation and project management. It defines innovation as bringing creative ideas to life to increase customer relevance and drive growth. The innovation process involves capturing ideas, evaluating them through a "funnel" of stages, and using project management principles to execute ideas as projects. Some key lessons discussed include defining what innovation means, building prototypes to resolve ambiguity, setting goals and metrics for success, and ensuring 99% of innovation comes from execution rather than ideas alone.
Interntional Symposium On Service Systems Science 2012 KwanStephen Kwan
This document discusses information and knowledge management for service systems design and engineering. It presents perspectives including service thinking, design thinking, business thinking, and engineering disciplines that can be incorporated into a service system's life cycle from discovery to engineering. These perspectives include concepts like value propositions, service blueprints, and information technology platforms that support service systems.
This document provides a job description for a Catalyst Advocator role created for the author's skills and knowledge. The role oversees developing innovative ideas and analyzing their feasibility for implementing strategies to maintain a competitive advantage long-term. Responsibilities include maintaining expertise, investigating ideas, analyzing data, planning proposals, applying strategies through assembled teams, and providing leadership.
This document provides guidance for developing a social media plan for a client. It outlines 5 key steps: 1) Understanding the target audience, 2) Establishing objectives and goals, 3) Developing a strategy, 4) Choosing tools and tactics, and 5) Measuring results and making adaptations. It also discusses researching the client's needs, business goals, current relationships/audience, industry, and communications channels. Students are assigned to create a 6+ page brief and presentation recommending a social media plan for a coffee shop client based on research and analysis of the client and industry.
How do you engage others when problem solving? Knowing how to facilitate a productive brainstorming session puts the power of collaborative thinking in your corner. Plus, it builds a stronger and more united team to meet future challenges head on, too. Learn how to unlock group creativity to start the ideas flowing in this article from the Peak Focus experts.
How organisations are considering their audience in business decisionsEmpathy
Empathy set out to explore how NZ organisations are learning about their audience, and how they’re using the resulting information to make business decisions.
We talked to 55 of New Zealand's best organisations, both private and public sector. This is what we found...
The document discusses the empathy map tool for developing personas to aid in user-centered design. It summarizes that developing empathy for users is important but difficult, so tools have been created to help designers. The empathy map tool guides designers to consider a persona's feelings, environment, behaviors, concerns and aspirations. The author used this tool in a project for Burger King to develop personas for new customer segments. The tool provided more understanding but has limitations as no actual users are involved.
SPL Strategic Plan Preparing Team Final ReportJim Loter
The Seattle Public Library’s Leadership Team chartered a Strategic Plan Preparing Team (SPPrT) with the broad goal of setting the stage for strategic plan implementation by developing recommendations to support an organizational culture of innovation.
This document summarizes the first session of an online learning series about Real Time Strategic Change (RTSC). The session introduced participants to RTSC principles and how the series will work. Key points included: setting expectations for the series outcomes, clarifying the purpose and applying RTSC to current work, and getting feedback to improve future sessions. Participants engaged in discussion forums to share experiences and get clarification on integrating RTSC into their work.
Our Credentials Presentation - not too descriptive. The following presentation is made to not stand alone and be presented by us, in person, but nevertheless, a great way to get a foot in the door of your considering us as professionals and our services as unique. Cheers!
The document discusses the shift from industrial to knowledge-based organizational models. It provides examples of how knowledge-based organizations operate with more flexible policies, transparency, decentralized decision-making, and emphasis on systems thinking compared to rule-based industrial models. It also discusses the costs of poor knowledge management for organizations and defines knowledge management as the creation, sharing, and leveraging of knowledge to improve organizational performance. Finally, it provides a knowledge diagnostic model and KM process improvement model.
The document summarizes the results of a survey conducted by PM Experts on the importance of soft skills in project management. 74% of respondents considered soft skills essential for project success. Communication, decision-making, and motivating were identified as the most important soft skills. Training in areas like communication, motivating team members, and team building were deemed most useful by survey participants. The document concludes by introducing PM Experts, the consulting firm that conducted the survey.
This company provides non-traditional consulting services focused on creativity, innovation, and design thinking. They bring together techniques from these areas to make creative problem solving achievable and repeatable for clients. Their approach uses the right people, process, and environment to drive innovation. They offer trainings to build confidence in creativity and teach a simple innovation process. They also facilitate solution sessions to guide clients' innovation efforts using proven processes. Their goal is to help clients generate more and better ideas faster.
The document summarizes the roles of a business analyst and product owner in an agile scrum environment. It defines the typical responsibilities of a business analyst, which include understanding business needs, communicating with stakeholders, and ensuring organizations get value from IT resources. It then introduces agile scrum methodology and the product owner role on a scrum team, which is responsible for managing product backlogs, priorities, and acting as a liaison between the development team and customers. The document argues that business analysts are well-suited for the product owner role given their business analysis skills and ability to bridge gaps. It identifies some adjustments analysts may need to make when transitioning from a traditional business analyst role to a product owner.
The document discusses the differences between traditional project management and agile project management. An agile project manager manages the unknown rather than following a detailed plan and focuses on facilitating decision making rather than making decisions. Key traits of an agile project manager include being cross-functional, building relationships, encouraging innovation, and facilitating collaboration rather than controlling the project. Agile project management values respecting individuals over processes.
The document provides an overview of Agile/Scrum planning and estimating. It includes an agenda that lists topics like an overview of planning & estimating, case release plan, and iteration plan. It also includes the Agile Manifesto which values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, contracts, and plans. Finally, it outlines the 12 principles of Agile, which focus on satisfying customers, sustainable development, continuous improvement, simplicity, self-organizing teams, reflection and adjustment.
User Centered Design module for Master study in Enterprise Management. Main arguments are Design Thinking, Lean UX Digital Entity “The Hive” methodology, Usability.
Top10 Key Attributes For A Successful Projectarjencornelisse
The document outlines the top 10 key attributes of a successful project:
1) Executive sponsorship to facilitate communication and motivate change.
2) Strong project governance through regular steering committee and project management meetings.
3) User involvement to incorporate their needs and ensure adoption.
4) Clear company goals that the project aims to achieve through streamlining operations.
5) A well-defined project charter outlining the scope, requirements and methodology.
Craig Brown was invited to speak at Swinburne University about project management. He wanted to discuss how business models can help with successful project outcomes. In his talk, Brown covered several topics:
In part 1, he discussed various business modeling techniques like the Business Model Canvas, Cynevin framework, Porter's five forces and value chain models, and the Strategy Map. These models help define goals and strategies.
In part 2, he talked about performance measurement models like the Balanced Scorecard and Quadruple Constraint. Models help define what "done" looks like.
In part 3, Brown discussed how to apply the models through various steps and frameworks like lean startup and agile delivery. Planning
This document provides an overview of project management concepts including:
- The definition of a project as having a purpose, being realistic, limited in time and space, complex, collective, unique, an adventure, and assessable.
- Project management is organizing people, equipment, and procedures to complete a project on time and budget. The typical project management process includes definition, planning, execution, control, and closure.
- Key parameters that constrain every project are scope, quality, time, cost, and resources. The scope triangle illustrates the relationship between these parameters.
- Other concepts discussed include the differences between a project and a program, project creep which can jeopardize objectives, and notes on specific types of
The document discusses project selection, providing two case studies as examples. It explains that project selection involves identifying criteria to evaluate potential projects and prioritizing them. A steering committee is often responsible for project review and selection based on criteria like benefits, feasibility, and alignment with organizational goals. Different selection methods like benefit measurement, constrained optimization, and cost-benefit analysis are used to quantitatively compare projects. Stakeholder input and a transparent selection process are important to the success of the chosen project.
Enterprise social networking is a garden. Discover how to harvest all the benefits of enterprise social with tibbr!
For more information, please visit http://www.tibbr.com/
The 10th CSR Summit focused on selecting stakeholders and stakeholder engagement. Key points included identifying an organization's stakeholders, mapping and grouping stakeholders, and determining appropriate participation methods. It is important to engage with stakeholders through respectful dialogue and follow-through on commitments. DUBAL's stakeholders include employees, customers, government bodies, business associates/suppliers, and the community.
Out of the silos and into the farm (NEPHP 2014)Marli Mesibov
The document discusses collaboration and its importance for successful projects. It advocates adopting an agile methodology over traditional waterfall approaches to promote collaboration between teams. The key aspects of agile methodology are frequent delivery of working software, business and development working together daily, and an ability to adapt to changing requirements. For collaboration to succeed, the document emphasizes keeping focused on the end goal, setting expectations between teams, and being willing to admit what you don't know.
This document discusses the evolving role of the business analyst from a traditional role focused on requirements documentation to a leadership role. It argues that for projects to be successful, the business analyst must lead in defining and advocating for the solution scope and business value. Specifically:
- Traditionally, the business analyst role focused on translating between business and IT and documenting requirements. However, the role has evolved to focus more on defining and recommending solutions and leading change enablement.
- For projects to deliver true business value, the business analyst must synthesize stakeholder needs, prioritize requirements, and challenge assumptions, which requires taking on a leadership role rather than just being a neutral party.
- Project managers and business analysts
This document discusses how organizations can respond, scale, and increase the performance of their project management organizations. It provides takeaways on understanding that strategy involves more than just technology, the importance of innovation in recognizing how some organizations are closing the gap between strategy and execution, and the need to adapt by learning about the relationships between strategic planning and performance management. The document also discusses how scheduling and project portfolio management can leverage technology to improve demand management, portfolio selection and analytics, resource management, and extract innovation from these practices.
This document summarizes a presentation on agile product discovery and requirements gathering. The presentation covered facilitating product discovery through personas, story maps, and user story splitting. It emphasized the importance of writing small, independent user stories and outlined techniques for splitting large stories, such as by workflow steps, business rules, major efforts, simple/complex parts, and more. The goal is to develop stories that are independently valuable and easily estimated.
Managing stakeholder expectations is one of the most important tasks for a project manager. It involves identifying all stakeholders, understanding their interests and level of influence, and communicating with them throughout the project. Key tools for managing stakeholders include stakeholder analysis grids to categorize them, expectation management matrices to clarify priorities, and issue logs to track concerns. Project managers must also decentralize decision-making, be transparent with information, and treat all stakeholders equitably regardless of their level of power or interest. While technology can aid communication, the most important skills are listening to understand stakeholders and building trust through clear, concise dialogue.
Managing stakeholder expectations is one of the most important tasks for a project manager. It involves identifying all stakeholders, understanding their interests and level of influence, and communicating with them throughout the project. Key tools for managing stakeholders include stakeholder analysis grids to categorize them, expectation management matrices to clarify priorities, and issue logs to track concerns. Project managers must treat all stakeholders equally, share information transparently, and encourage their participation to build commitment and ensure project success. Above all, clear and frequent communication between the project manager and stakeholders through various means is essential for meeting expectations.
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
The document provides an overview of an approach to developing a clear and inspiring vision for an organization. It discusses the importance of having a unified vision that all stakeholders can understand and get behind. An effective vision tells a story that inspires and explains the organization's direction in a way that resonates with people. It should be future-oriented and help guide strategic decision-making. Developing a vision is portrayed as an iterative process that involves imagining future scenarios and grounding ideas in reality. Communicating the vision widely and continually is emphasized so it can act as a guiding light and catalyst for change across the organization.
The document discusses why agile is absurd. It first defines what is meant by "absurd" and then presents the agile manifesto which values individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. It then lists the 12 principles behind the agile manifesto which focus on satisfying customers, embracing changing requirements, frequent delivery of working software, collaboration between business and developers, self-organizing teams, face-to-face communication, and continuously improving effectiveness.
Similar to Stakeholder involvement: The magic of timing (20)
The document describes The Outdoor Shopper (ShopTOS), a televised outdoor shopping network and multi-platform digital marketing campaigns that promote outdoor products to over 100 million viewers. ShopTOS broadcasts nationally and regionally on major outdoor television channels like Outdoor Channel, World Fishing Network, and Sportsman Channel. It offers both themed episodes focused on specific outdoor activities like camping, fishing, and hunting, as well as open episodes that feature a variety of outdoor products.
Change happens. In today’s global world, change happens faster and more frequently than ever and consequently that means projects experience constant change.
While rapid response and flexibility are critical to competitive response, stakeholders making that change do not always move at the same speed. Understanding the change process from a behavioral perspective we and others experience will ease the facilitation of that change.
It’s a challenge for some people to find good business reasons for paying attention to emotions, but emotions are a key piece of data in a collection of information that can make or break your project.
Managing projects effectively doesn’t start with getting stakeholder buy-in. It starts with you. Before you can assess and tune into the emotions of others on your project, you must be aware and tuned into your own emotions first. We’ll take a look at how you can leverage your emotions and the emotions of others to successfully deliver projects.
This webinar discussed effective communication techniques for project managers. It emphasized that while functional tools like selecting the right communication medium are important, good communication form through dialogue, active listening, and being present are also critical. The webinar provided tips for defining problems clearly with stakeholders, overcoming obstacles to communication, and managing discomfort during challenging exchanges. The goal was to help project managers improve their most important skill of communicating across diverse project teams.
In this go-go digital age, it seems anxiety about all kinds of things - time, delivery, involvement - is rampant. There are times in projects when a little anxiety can be helpful, but there are also times when it can be harmful. Get some tips for knowing when to leverage it to motivate others and recognizing when it’s counterproductive.
Branding projects: Creating identity & ownership your team can get behindAlison Sigmon, M.Ed., PMP
Branding does not rest solely with a company. Brand offers unique value that people can get excited about and get behind. A project with a branded identity creates clarity and ownership among stakeholders. Get some tips for creating a compelling project brand that will rally teams for even the less popular projects.
Putting a project plan in place & working it is more than documentation, tracking, and reporting. It takes savvy interpersonal skills to get stakeholders on board and owning the result. This slideshow considers how a PM can use positive politics to do just that.
In the age of speed, we have to get things done faster and better than ever before. This presentation considers how social media can be used to manage projects so project teams can keep pace.
In the age of speed, making decisions quickly is critical to project success. This presentation considers the decision making process, decision making styles, and how to focus and tailor discussions to arrive at meaningful decisions quickly.
This document provides tips for effectively delivering bad news to stakeholders on projects. It discusses separating facts from emotions, being upfront and honest, and delivering news in person. It also emphasizes tailoring the delivery based on the recipient's decision-making style, such as focusing more on proven methods for followers or using visual aids for charismatics. Overall, the document stresses the importance of considering both what information needs to be shared as well as how, when, and to whom it is delivered.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
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Stakeholder involvement: The magic of timing
1. Stakeholder Involvement
The Magic of Timing
Your presenter is:
Alison Sigmon, M.Ed., LPC, PMP
1
2. What’s on tap for our time together today…
Getting the right people involved at the right time and doing the right work for your
projects comes down to defining what you need, who can support it, and when you
need them. Sounds easy but it’s not when you consider project stakeholder schedules,
competing projects, and uncertain attitudes.
Before you can do any of this, it’s important to understand who the highest priority
stakeholders at key points in the project, their expectations and attitudes about the
project, and role they need to play. Today we’re going to look at Stakeholder Mapping as
a tool to help you determine these things.
Agenda
Revolving door…reality of today’s project stakeholder
Collaboration: Power of purpose & recognition
Stakeholder Mapping: Let the tool work for you
Wrap it up!
2
4. Having a stake in it
A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) breaks down a
stakeholder as a person or organization that:
• Is actively involved in the project
• Has interests that may be positively or
negatively affected by the performance
or completion of the project
• May exert influence over the
project, the deliverables, or the team
members
Basically, a stakeholder is
anyone (or any other project)
involved in or somehow
affected by the project.
4
5. Skipping across the circles…
Stakeholder structure is a lot like concentric circles
The more directly involved in the day-to-day activities of a project, the closer to
the center of the concentric circles the stakeholder will be. Position on the circles
changes over the life of the project based on the type of work needed.
Marketing Graphic artist
Copywriter User experience Sponsor
System architect Content
Analyst
Core team
Programmer
Quality Assurance Product designer Customer
5
6. Keeping it tight keeps you flexible
To maximize efficiency and
response to global demands of
business, stakeholders may
come and go at regular intervals
on a project.
For this to be as seamless as
possible, processes must be
streamlined and tight.
And where does this start?
With the project manager
and the tools used
6
8. Cooperation is in our nature
Given some of the unscrupulous, self-
centered activities in business over the years,
might be hard to believe that it’s actually
human nature to work together.
Study noted in a recent edition of Scientific
Americanmagazine found that of all species
humans can be considered “super-
cooperators.” It’s this cooperation that has
perpetuated the human race. For example:
While we compete to “climb the corporate
ladder,” we still work together to make sure
the company succeeds against competitors.
While we work to provide for our families, we
are still very philanthropic.
When a crisis occurs, we think nothing of
dropping our priorities and even sacrificing
our personal well-being to help others.
8
9. Credibility and reputation rule
Research shows our
cooperative tendencies stem
primarily from two things:
• Receiving credible
information about a problem
or issue
• Being generous in an effort
and desire to preserve
reputation
9
10. Watch and be watched
So what does this mean to
projects?
Projects mean change, and
people typically resist change.
When there’s authoritative
information about the need for
the change, stakeholders are
more likely to embrace it.
Also, when stakeholders know
they are being observed through
a variety of types of
assessment, they may be more
likely to be cooperative and
supportive.
10
11. Cue the tool to engage and influence
Using tools such as Stakeholder Mapping
throughout the project gives project teams
an opportunity to assess and validate the
scope and assumptions of the project to
date.
It also gives project teams a chance to
assess stakeholder
expectations, assumptions, and attitudes
about the project. It’s that analysis that
project managers can use to open (or
reopen in some cases) dialogue with
stakeholders about the project objectives
and deliverables.
It lets stakeholders know you’ve given
consideration for what they are thinking
and care enough to explore their thoughts
with them which creates an opportunity for
cooperation over authoritarian direction.
11
12. Right place, right time, right work
Stakeholder Mapping:
Strategy gets the job done
12
13. Getting collective action is tricky
Just as a politician pays close
attention to the opinions of
constituents, so must you as a
project manager.
Project politics is about getting
collective action from a group of
people who may have quite different
interests.
Being willing to use conflict
creatively is important to influencing
others. But don’t do it empty-handed.
Take the time to understand the
formal and informal structure and
positions of key groups and
individuals.
13
14. Navigating the politics of projects
A big part of navigating project
politics is to get a handle on who
the stakeholders are, what the
stakeholders think the project is,
aligning the project needs with
stakeholder expectations, and
getting clear on project roles.
What’s tough about this is that it’s
fluid. Stakeholders change.
Expectations change. Opinions
about objectives for your project
vary among stakeholders.
An effective way to respond to this
complexity is to use the
Stakeholder Mapping Tool.
14
15. What is Stakeholder Mapping?
• Formalizes how you think about
stakeholders at a particular
point in time. It also prioritizes
stakeholders.
• Identifies the web of groups and
individuals whose expectations
and attitudes will determine
whether or not the deliverables
get completed and accepted.
• It also serves as an “early
warning system” by identifying
thosestakeholderswho have
special communication needs.
16. Stakeholder mapping process
• Series of categories supported by a facilitation process that helps
analyze project stakeholder expectations and attitudes about the
project
• Answers help identify stakeholder priority at that point in the
project
• Can be used repeatedly throughout the project in keeping with
the ebb and flow of stakeholders
• Supports strategy development for engagement
• Helps the team see their blind spots in planning
17. How does it work?
Stakeholder Mapping:
Assessment and engagement
magic
17
18. Stakeholder GROUP identification
For each objective ask the questions below. Each time a stakeholder is
repeated as an answer, place an asterisk next to the name. This will establish
stakeholder group priority.
Who will receive the product or service delivered by meeting this objective?
Who will use it?
Who will approve it?
Who provides input to the deliverables?
Who is accountable for the deliverables?
Who could kill this project or significantly slow it down?
Who should be committed early in order to sell the project to others?
Are there any projects underway that should be considered as a stakeholders?
19. Stakeholder expectation assessment
For each group consider the following:
What do we believe each group wants from the
project?
How might this group specifically measure success?
How will they know their expectations are being met by
the project?
20. Determine stakeholder contact and next steps
Ask the following to determine if stakeholder expectations align
with the project scope as currently defined:
• Does alignment exist between this group’s expectations and the
current scope?
• Are the expectations of this group in or out of scope?
• What are the implications for action?
For expectations not aligned with scope, determine the following:
• Should scope be modified to include those expectations?
• Should expectations be modified?
• Should the expectation be “parked” for consideration at a later time?
21. Stakeholder attitude assessment
Make assumptions about each stakeholder’s attitude, but be
sure to investigate your assumptions.
22. Stakeholder role assessment
For each stakeholder group consider what role the
project needs them to commit to do.
Sponsor? Core team member?
One time contributor? Evaluator?
Subject matter expert? Champion
Liaison? No role?
Team lead? Others?
Vendor?
23. Determine stakeholder contact and next steps
This is where you pull it all together. Leverage your
analysis to determine the following:
• Who is the best person to recruit?
• What involvement strategy will we use?
• What’s the best way to involve him/her? Who on our team will
contact them?
• What tools or models are available to gain stakeholder support
and involvement?”
• What information are we missing about this stakeholder?
24. When can Stakeholder Mapping be used?
Stakeholder Mapping can be used
throughout the project and for a
variety of project activities.
• Develop a project charter
• Create a project plan
• Develop a communications plan
• Establish support when
implementing a change
• Consider who should be involved
in the project
• Address expectations and consider
possible areas of conflict
• Identify project
assumptions, constraints, and risks
24
25. Wrap up…
Getting the right people involved at the right time and doing the right work for your
projects comes down to defining what you need, who can support it, and when you
need them. Sounds easy but it’s not when you consider project stakeholder schedules,
competing projects, and uncertain attitudes.
Before you can do any of this, it’s important to understand who the highest priority
stakeholders at key points in the project, their expectations and attitudes about the
project, and role they need to play. Stakeholder Mapping is a tool to help you determine
these things.
What we considered:
Revolving door…reality of today’s project stakeholder
Collaboration: Power of purpose & recognition
Stakeholder Mapping: Let the tool work for you
Questions???
25