Denetim sürecinin , uzak ve yakın geçmişimizdeki yeri ve önemi buna ilave olarak küresel çapta bizleri ilgilendiren skandallar ve 2012 TTK ' sının bizlere getirdiği yenilikler hakkında başlıklarla ve kısa bilgilerle değindiğim bilgileri bulunmaktadır .
Denetim sürecinin , uzak ve yakın geçmişimizdeki yeri ve önemi buna ilave olarak küresel çapta bizleri ilgilendiren skandallar ve 2012 TTK ' sının bizlere getirdiği yenilikler hakkında başlıklarla ve kısa bilgilerle değindiğim bilgileri bulunmaktadır .
The Past, Present, and the Future World of teh Project Manager by Amos HaniffAgile ME
Current literature suggests that project management has evolved over two streams of research. The first focuses on systems thinking and the quantitative approach to planning and control techniques developed during the 1950’s and 60’s. The second stream, developed during the 1970’s, focuses on the human resource aspects of project management, in particular, organisational theory and project leadership. It is these two streams of project management research that has shaped project management practice for almost half a century. However, since the late 1990’s there has been a gradual shift towards a strategic stream of project management research. No longer are projects perceived as endeavours to provide tangible products or results. Rather projects are now viewed as vehicles for business transformation, continuous improvement, organisational change, and implementation of organisational strategy. This presentation considers the evolution of project management and the implication for current and future practice. The presentation demonstrates how changes in the global competitive environment, where the project is now viewed as component of the organisations long-term strategic objectives, has led to a change in the way projects are managed. With this, comes the demand for a new breed of project manager that not only has the necessary analytical skills and knowledge of new project developments, but is also able to provide transformational leadership, collaborations and strategic thinking, in the current and future world of project management.
Project Life Cycle and Phases with Risk Management discussionAbigail Pugal-Somera
Talks about project life cycles as interpreted by ADB and World Bank then proceeds to discuss the phases of the project life.
Presentation ends with a bit of discussion on risk management.
Public lecture delivered on 7 November to Garden Route stakeholders. The Garden Route is staring over a cliff and the choices we make now will determine our ability to respond to global uncertainties. Two factors: trends in the global economy, and government's commitment to implement the recommendations of the National Planning Commission, will make a huge difference to the Garden Route's future. Four scenarios: "Eish, missed the bus"; "Maverick's paradise"; "Local is Lekker" and "Carpe Diem" could emerge. Our ability to respond to these will depend on flexible yet proactive plannning, management of ecological infrastructure, closing the wealth gap and investing in education and technology.
Managing international software projects interactively using scrumPeter Horsten
Too many projects are not (fully) successful. In many cases this is caused by issues in the management approach. Clients want to know what they get for a fixed budget. But we all know it's almost impossible to fully specify what you need.
An Agile software approach proved to work for us. After implementing Scrum our projects went more smooth and we were more often delivering the right results on time.
It took time to get this working. For developers it was a bit scary and for our clients it meant they really had to trust us. Today we can see our effort pays off. We wouldn't like to go back to waterfall times anymore.
WQD2011 - INNOVATION - Afoes Consultants - An Innovative ApproachDubai Quality Group
Innovation case study submitted by Afoes Consultants during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
Business Case for Agile - Time for ROI CheckTathagat Varma
When we talk of agility, we often refer to number of user stories or story points delivered, or burn down charts or velocity, etc. I call them 'lower-order agility' and howsomuch interesting they are, they make no sense to the 'higher-order agility' at business level. Why is that outrageous claims of performance, productivity and quality improvements at lower-order agility don't translate to commensurate higher-order agility? In this talk, I explore some of these issues. I also propose some ideas on how the whole notion of portfolio planning should be seen in the context of higher-order agility.
I delivered this talk on 19 July 2012 at the launch of Agile Leadership Network, Bangalore chapter, hosed by Valtech at their office.
This is the first part in a two part presentation aimed at an Executive MBA class for a leading institution in Bangalore. The content focuses on introducing concepts around strategy as a foundation to Strategic HRM. Aside from introducing the relationship, it does not delve in Strategic HRM per se since that is handled in subsequent sessions.
The Past, Present, and the Future World of teh Project Manager by Amos HaniffAgile ME
Current literature suggests that project management has evolved over two streams of research. The first focuses on systems thinking and the quantitative approach to planning and control techniques developed during the 1950’s and 60’s. The second stream, developed during the 1970’s, focuses on the human resource aspects of project management, in particular, organisational theory and project leadership. It is these two streams of project management research that has shaped project management practice for almost half a century. However, since the late 1990’s there has been a gradual shift towards a strategic stream of project management research. No longer are projects perceived as endeavours to provide tangible products or results. Rather projects are now viewed as vehicles for business transformation, continuous improvement, organisational change, and implementation of organisational strategy. This presentation considers the evolution of project management and the implication for current and future practice. The presentation demonstrates how changes in the global competitive environment, where the project is now viewed as component of the organisations long-term strategic objectives, has led to a change in the way projects are managed. With this, comes the demand for a new breed of project manager that not only has the necessary analytical skills and knowledge of new project developments, but is also able to provide transformational leadership, collaborations and strategic thinking, in the current and future world of project management.
Project Life Cycle and Phases with Risk Management discussionAbigail Pugal-Somera
Talks about project life cycles as interpreted by ADB and World Bank then proceeds to discuss the phases of the project life.
Presentation ends with a bit of discussion on risk management.
Public lecture delivered on 7 November to Garden Route stakeholders. The Garden Route is staring over a cliff and the choices we make now will determine our ability to respond to global uncertainties. Two factors: trends in the global economy, and government's commitment to implement the recommendations of the National Planning Commission, will make a huge difference to the Garden Route's future. Four scenarios: "Eish, missed the bus"; "Maverick's paradise"; "Local is Lekker" and "Carpe Diem" could emerge. Our ability to respond to these will depend on flexible yet proactive plannning, management of ecological infrastructure, closing the wealth gap and investing in education and technology.
Managing international software projects interactively using scrumPeter Horsten
Too many projects are not (fully) successful. In many cases this is caused by issues in the management approach. Clients want to know what they get for a fixed budget. But we all know it's almost impossible to fully specify what you need.
An Agile software approach proved to work for us. After implementing Scrum our projects went more smooth and we were more often delivering the right results on time.
It took time to get this working. For developers it was a bit scary and for our clients it meant they really had to trust us. Today we can see our effort pays off. We wouldn't like to go back to waterfall times anymore.
WQD2011 - INNOVATION - Afoes Consultants - An Innovative ApproachDubai Quality Group
Innovation case study submitted by Afoes Consultants during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
Business Case for Agile - Time for ROI CheckTathagat Varma
When we talk of agility, we often refer to number of user stories or story points delivered, or burn down charts or velocity, etc. I call them 'lower-order agility' and howsomuch interesting they are, they make no sense to the 'higher-order agility' at business level. Why is that outrageous claims of performance, productivity and quality improvements at lower-order agility don't translate to commensurate higher-order agility? In this talk, I explore some of these issues. I also propose some ideas on how the whole notion of portfolio planning should be seen in the context of higher-order agility.
I delivered this talk on 19 July 2012 at the launch of Agile Leadership Network, Bangalore chapter, hosed by Valtech at their office.
This is the first part in a two part presentation aimed at an Executive MBA class for a leading institution in Bangalore. The content focuses on introducing concepts around strategy as a foundation to Strategic HRM. Aside from introducing the relationship, it does not delve in Strategic HRM per se since that is handled in subsequent sessions.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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3. Actor- Observer Bias
• We attribute our actions to
contextual forces, but
blame other people’s
personalities for their own
misfortunes.
4. Since 2000… Since 2006…
• Housing bubble
• Dot.com bubble
• Smart phones
• 9/11 • Liquidity crisis
• Rise of the Net • Global power shift
• Denmark at war • Arab Spring
• Sovereign debt crisis
• Female majority in • Female majority in
Universities workforce/PhD programs
• Mobile phones (US), outearning hourly (UK)
• Currency Wars & Bitcoin
• Wall Street Robots & Tobin
Tax
5. What is Scenario Planning?
• A structured process of developing plausible
paths of contextual development
• Interactive group-based conversation
• Fundamentals:
– long view on strategy
– outside-in approach
– safe space for deliberation
6. Working with Scenarios
Forecasting Scenarios
• Expected futures • Possible futures
• Quantitative • Qualitative
• Inside-out approach • Outside-in approach
• Short-term function • Long-term outlook
• Data extrapolation • Uncertainties
7. Who Uses Scenario Planning ?
•Boards & Directors
SP
•Executive Management
•Division Management
•Business Units
•Functional Areas
Source: Reynor, Michael. The Strategy Paradox. Deloitte:
2007.
8. Why in the Audit Committee?
“Given the uncertain outlook, audit committee
chairs should be challenging senior executives to
conduct scenario planning… [a]udit committee
involvement can help to make this planning
sufficiently comprehensive and realistic.”
-E&Y Current Issues for European Audit Committee Chairs , 2012
16. Signs that you might need an
audit of the strategic plan:
• Risk taking does not reflect the risk appetite of
the board
• Opaque or exclusive decision-making processes
• Managerial or board level overconfidence
• R+D needs realignment
• Overwhelming uncertainty in the market
• You are operating a mature company in a mature
industry
17. Desk Audit of the Strategic Plan
• What are the time, material and positional
needs to win in each scenario?
• What are the strategic gaps in each scenario?
• What are the risks in each scenario?
• What can be done to mitigate the risks?
18. In preparing for battle, I have always found
that plans are useless, but planning is
indispensible.
-Dwight D. Eisenhower
19. Benefits of Scenario Planning
• Provides a method and process for
anticipating complex industries.
• Improves decision-making by enhancing the
planning process.
– What do we know?
– What are we uncertain about?
– How could the future develop?
– Game to win
• Invites possibility: Why? Why not?
What if?
20. Outputs from Scenario
Planning
• Improved quality in strategic conversations
• Insightful, clear and confident decisions
• Real strategic options; Robust, resilient and
adaptive strategies; Contingency plans; New
product/service innovations; lowering the costs
of surprise
• A stress-test frameworks to rethink strategy and
business models
• Input for the annual strategic cycle
21. Thank You
Matthew Spaniol
msp@trendscenario.com
+45 50126444
