The document summarizes a conference on "Creating and sustaining an environment for success" related to portfolio management and benefits management. The one-day conference included presentations from various organizations on their experiences implementing portfolio and benefits management. It also included workshops for attendees to discuss challenges and solutions. The conference aimed to share knowledge among practitioners and support the development of the field.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Introducing the Portfolio Management SIG, APM Presents 2016
APM Presents..... Project Management in practice
APM Portfolio Management SIG
Thursday 17th March 2016
presented by Steve Leary
APM Portfolio Management SIG survey 2020 results
- including comparison to the 2015 survey
The SIG microsite: https://www.apm.org.uk/community/portfolio-management-sig/
This presentation was given by Roger Garrini of Selex ES (and also a Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
The document summarizes a conference on "Creating and sustaining an environment for success" related to portfolio management and benefits management. The one-day conference included presentations from various organizations on their experiences implementing portfolio and benefits management. It also included workshops for attendees to discuss challenges and solutions. The conference aimed to share knowledge among practitioners and support the development of the field.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Introducing the Portfolio Management SIG, APM Presents 2016
APM Presents..... Project Management in practice
APM Portfolio Management SIG
Thursday 17th March 2016
presented by Steve Leary
APM Portfolio Management SIG survey 2020 results
- including comparison to the 2015 survey
The SIG microsite: https://www.apm.org.uk/community/portfolio-management-sig/
This presentation was given by Roger Garrini of Selex ES (and also a Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
This document summarizes a presentation on introducing portfolio management (PfM). It discusses the benefits of PfM, its relationship to projects and programmes, and how it works with other disciplines like PMOs and risk management. The presentation agenda includes an introduction to PfM, discussing how participants see it operating in their own organizations, and answering questions. The goal is to help participants understand PfM and how their roles relate to it.
The document provides details about how Andy O'Dell managed a data migration project through the challenges presented by the COVID-19 pandemic. Some key points:
- The project involved migrating customer, account, and transactional data from YBS to a third-party provider during a two-year outsourcing program.
- Lockdowns and travel restrictions disrupted plans for an on-site "big bang" data transfer weekend and required remote work.
- To succeed, the team focused on customer outcomes, managed plans rigorously, empowered team members, improved communication, gained organizational support, and worked seamlessly with suppliers.
- Lessons included prioritizing customers, adapting to unprecedented change,
Introducing the UK Government’s Project Delivery Standard webinar
Thursday 25 October 2018
Panel:
Tony Meggs, Robert Buttrick, Jai Grygoruk and Fiona Spencer
Host:
Merv Wyeth
The write up page URL with additional embedded resources:
https://www.apm.org.uk/news/introducing-the-uk-government-s-project-delivery-standard-webinar/
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
“Getting into Project Management": presented by Vince Hines, MD, Wellingtone. There are a number of practical ways you can be boosting your employability in project management. The session will look at the current employment market, what organisations are looking for, how to create a CV and profile that gets people talking to you and how to network for success. This session will help you to start taking the right steps to a fulfilling career in project management.
Vince is the Managing Director of Wellingtone, the project management recruitment, training and consulting company. Wellingtone is an APM accredited training company and a Microsoft Gold Partner for Project and Portfolio Management. Vince is an expert Project Management Consultant, having worked with clients across the UK, US and Europe. He retains a number of professional qualifications including MAPM and has extensive real world experience of developing client project management maturity. As MD of Wellingtone Vince has a particular insight into career development and recruitment of project management professionals and recently judged the APM Young Project Professional of the Year Award.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
This document discusses implementing portfolio management tools at AstraZeneca to improve business decision making. It provides an overview of AstraZeneca as a global biopharmaceutical company and its R&D organization. It then describes the use of Planisware portfolio management software to integrate data on projects, resources, schedules, and forecasts to provide management information. This enables evaluating delivery confidence, identifying resource constraints, and exploring options to maximize value across the portfolio by reducing costs, accelerating development, or improving post-launch performance. It acknowledges challenges in implementing such systems but emphasizes that enabling intelligent decisions by knowledgeable decision-makers with the right information is key.
Wellingtone - Developing Effective PMO Skills Like a Jedi - FuturePMO 2018Wellingtone
Presented by Emma-Ruth Aranaz-Pemberton
Presentation Synopsis: According to our research only 47% of organisations invest in accredited training and development for their delivery teams. The remaining 53% are developing their skills through untested or self-learning; but this is not the best approach for our PMO people who bring change and transformation to organisations.
It’s a VUCA world out there, change is the new normal, and it is no different for the training & development world. In Japanese culture, the art of mastering a skill takes a learner through three distinct stages: Shu (copy), Ha (individualise), and Ri (enlighten). ShuHaRi has been used for centuries but can also be applied to the modern world.
In this practical session, Emma-Ruth will provide some insights into your skills and development opportunities through a taster session of the Wellingtone PMO Competency Framework and inspire you, so you can ShuHaRi your way to success!
APM Governance SIG Webinar
presented by Roger Garrini and supported by Andy Murray
Tuesday 18th October 2016
Directing Agile Change is the first ‘how to’ agile guide published by APM. It seeks to recognise that agile is not limited to software development but can also be applied to many aspects of an organisation.
This webinar will launch the guide 'Directing Agile Change: Guidance to the governance of Agile Project Management', and present its rationale and highlights.
This document discusses lessons learned from implementing benefits management in healthcare organizations. It provides examples of challenges encountered, such as lack of health-specific examples, difficulty balancing stakeholder needs, and pressure to justify existing plans rather than enable radical change. Effective benefits management requires resources for enablers rather than just identifying them as limiting factors. While some local groups adapted the tools quickly, broader training efforts were difficult. The application of existing knowledge could significantly improve healthcare outcomes.
Fujitsu - Shared Knowledge is Power - Building a Project Management Community...Wellingtone
Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.
Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.
As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.
Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
A presentation made by Paul Johnson (South Wales and West of England - SWWE - branch committee member) and Mike Donnington of Babcock International Group to the newcomers of the APM SWWE branch, at The University of South Wales, Newport campus on 10th October
An introduction to portfolio management - the theory and in practice webinar
Tuesday 19 May 2020
presented by
Petula Allison and Adam Skinner
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/an-introduction-to-portfolio-management-the-theory-and-in-practice-webinar/
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Wellingtone
Presenter: Director of Programme Management and PMO
Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
The document discusses mentoring, coaching, and action learning. Mentoring involves long-term guidance from experienced colleagues to support development. Coaching focuses on improving work performance through structured conversations where the client decides goals. Action learning uses real challenges and questioning within groups to produce new ideas. The presentation provides examples of when mentoring, coaching, and action learning are best applied to address typical project issues related to skills, perspectives, and complex organizational problems.
The document summarizes the key findings of PwC's 4th Global PPM Survey. It identifies 5 themes for how organizations can better deliver change: 1) optimize portfolios to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. The survey found disconnects between executive teams and PMs, a lack of clear outcomes, and not stopping low-value projects. Changing how programs are delivered could better align activities to strategy and improve benefits realization.
Oil & Money 2015
Chair: Jan Prins - Independent Consultant Infrastructure and Energy Finance
Panel: Ian Catterall - Head, Natural Resources for EMEA Bank of Tokyo-Mitsubishi UFJ
Julian Mylchreest - Global Head, Energy & Power Bank of America Merrill Lynch
Mike Powell - Managing Director, Investment Banking Barclays
David Staples - Managing Director, EMEA Corporate Finance Moody’s Investors Service
The Imperatives of Investment Suitabilityfinametrica
Presentation given by Paul Resnik (Co-Founder, FinaMetrica) at the National Institute of Securities Markets (NISM) in Mumbai, India. It emphasizes on the importance of measuring risk tolerance of investors in the process of matching investment products to an individual's needs. Visit www.riskprofiling.com to know more.
This document summarizes a presentation on introducing portfolio management (PfM). It discusses the benefits of PfM, its relationship to projects and programmes, and how it works with other disciplines like PMOs and risk management. The presentation agenda includes an introduction to PfM, discussing how participants see it operating in their own organizations, and answering questions. The goal is to help participants understand PfM and how their roles relate to it.
The document provides details about how Andy O'Dell managed a data migration project through the challenges presented by the COVID-19 pandemic. Some key points:
- The project involved migrating customer, account, and transactional data from YBS to a third-party provider during a two-year outsourcing program.
- Lockdowns and travel restrictions disrupted plans for an on-site "big bang" data transfer weekend and required remote work.
- To succeed, the team focused on customer outcomes, managed plans rigorously, empowered team members, improved communication, gained organizational support, and worked seamlessly with suppliers.
- Lessons included prioritizing customers, adapting to unprecedented change,
Introducing the UK Government’s Project Delivery Standard webinar
Thursday 25 October 2018
Panel:
Tony Meggs, Robert Buttrick, Jai Grygoruk and Fiona Spencer
Host:
Merv Wyeth
The write up page URL with additional embedded resources:
https://www.apm.org.uk/news/introducing-the-uk-government-s-project-delivery-standard-webinar/
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
“Getting into Project Management": presented by Vince Hines, MD, Wellingtone. There are a number of practical ways you can be boosting your employability in project management. The session will look at the current employment market, what organisations are looking for, how to create a CV and profile that gets people talking to you and how to network for success. This session will help you to start taking the right steps to a fulfilling career in project management.
Vince is the Managing Director of Wellingtone, the project management recruitment, training and consulting company. Wellingtone is an APM accredited training company and a Microsoft Gold Partner for Project and Portfolio Management. Vince is an expert Project Management Consultant, having worked with clients across the UK, US and Europe. He retains a number of professional qualifications including MAPM and has extensive real world experience of developing client project management maturity. As MD of Wellingtone Vince has a particular insight into career development and recruitment of project management professionals and recently judged the APM Young Project Professional of the Year Award.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
This document discusses implementing portfolio management tools at AstraZeneca to improve business decision making. It provides an overview of AstraZeneca as a global biopharmaceutical company and its R&D organization. It then describes the use of Planisware portfolio management software to integrate data on projects, resources, schedules, and forecasts to provide management information. This enables evaluating delivery confidence, identifying resource constraints, and exploring options to maximize value across the portfolio by reducing costs, accelerating development, or improving post-launch performance. It acknowledges challenges in implementing such systems but emphasizes that enabling intelligent decisions by knowledgeable decision-makers with the right information is key.
Wellingtone - Developing Effective PMO Skills Like a Jedi - FuturePMO 2018Wellingtone
Presented by Emma-Ruth Aranaz-Pemberton
Presentation Synopsis: According to our research only 47% of organisations invest in accredited training and development for their delivery teams. The remaining 53% are developing their skills through untested or self-learning; but this is not the best approach for our PMO people who bring change and transformation to organisations.
It’s a VUCA world out there, change is the new normal, and it is no different for the training & development world. In Japanese culture, the art of mastering a skill takes a learner through three distinct stages: Shu (copy), Ha (individualise), and Ri (enlighten). ShuHaRi has been used for centuries but can also be applied to the modern world.
In this practical session, Emma-Ruth will provide some insights into your skills and development opportunities through a taster session of the Wellingtone PMO Competency Framework and inspire you, so you can ShuHaRi your way to success!
APM Governance SIG Webinar
presented by Roger Garrini and supported by Andy Murray
Tuesday 18th October 2016
Directing Agile Change is the first ‘how to’ agile guide published by APM. It seeks to recognise that agile is not limited to software development but can also be applied to many aspects of an organisation.
This webinar will launch the guide 'Directing Agile Change: Guidance to the governance of Agile Project Management', and present its rationale and highlights.
This document discusses lessons learned from implementing benefits management in healthcare organizations. It provides examples of challenges encountered, such as lack of health-specific examples, difficulty balancing stakeholder needs, and pressure to justify existing plans rather than enable radical change. Effective benefits management requires resources for enablers rather than just identifying them as limiting factors. While some local groups adapted the tools quickly, broader training efforts were difficult. The application of existing knowledge could significantly improve healthcare outcomes.
Fujitsu - Shared Knowledge is Power - Building a Project Management Community...Wellingtone
Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.
Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.
As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.
Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
A presentation made by Paul Johnson (South Wales and West of England - SWWE - branch committee member) and Mike Donnington of Babcock International Group to the newcomers of the APM SWWE branch, at The University of South Wales, Newport campus on 10th October
An introduction to portfolio management - the theory and in practice webinar
Tuesday 19 May 2020
presented by
Petula Allison and Adam Skinner
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/an-introduction-to-portfolio-management-the-theory-and-in-practice-webinar/
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Wellingtone
Presenter: Director of Programme Management and PMO
Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
The document discusses mentoring, coaching, and action learning. Mentoring involves long-term guidance from experienced colleagues to support development. Coaching focuses on improving work performance through structured conversations where the client decides goals. Action learning uses real challenges and questioning within groups to produce new ideas. The presentation provides examples of when mentoring, coaching, and action learning are best applied to address typical project issues related to skills, perspectives, and complex organizational problems.
The document summarizes the key findings of PwC's 4th Global PPM Survey. It identifies 5 themes for how organizations can better deliver change: 1) optimize portfolios to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. The survey found disconnects between executive teams and PMs, a lack of clear outcomes, and not stopping low-value projects. Changing how programs are delivered could better align activities to strategy and improve benefits realization.
Oil & Money 2015
Chair: Jan Prins - Independent Consultant Infrastructure and Energy Finance
Panel: Ian Catterall - Head, Natural Resources for EMEA Bank of Tokyo-Mitsubishi UFJ
Julian Mylchreest - Global Head, Energy & Power Bank of America Merrill Lynch
Mike Powell - Managing Director, Investment Banking Barclays
David Staples - Managing Director, EMEA Corporate Finance Moody’s Investors Service
The Imperatives of Investment Suitabilityfinametrica
Presentation given by Paul Resnik (Co-Founder, FinaMetrica) at the National Institute of Securities Markets (NISM) in Mumbai, India. It emphasizes on the importance of measuring risk tolerance of investors in the process of matching investment products to an individual's needs. Visit www.riskprofiling.com to know more.
A cost plan or budget is a key document in the scheme development process. The protocol has been developed as a design manual rather than outlining a rigid prescriptive format. Advising cost and associated information in a form that allows management decisions by client or others is fundamental. DBK cost planners are encouraged to approach any exercise with "client eyes" and tailor the format accordingly.
Russel Jamieson and Ann Pilkington gave a presentation on communications for local and offshore projects. Russel has over 20 years of project management experience in financial services and telecommunications. Ann has over 25 years of experience in public relations and communication. They discussed quick wins for improving communication between onshore and offshore teams like establishing golden hours and email best practices. They also covered the costs of offshoring projects and losing in-house expertise. Ann then discussed how communication and employee engagement can help projects by keeping people informed and getting feedback. They stressed that engagement requires effort from managers and a framework to facilitate conversations.
APM's vision is for all projects to succeed through advancing project management as a profession. To achieve this, APM is focusing on increasing professionalism, standards, and engagement. Recent activities include launching an updated body of knowledge, higher apprenticeships, and alliances. Future plans involve new knowledge standards, commercial initiatives, and supporting volunteers as ambassadors and mentors to help deliver the vision.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
The document is from The Colour Works, a company that provides leadership coaching and development. It outlines their services which include facilitating coaching conversations, developing high performance teams, improving team effectiveness, and leading change effectively. The company uses psychometric testing tools like Insights Discovery to help clients understand team and individual strengths and weaknesses. The document provides examples of Colour Works' team assessments and diagnostics to measure areas like objectives, accountability, communication and innovation.
The document discusses dimensions of risk identification for projects. It recommends starting identification top-down using prompt lists and a few complementary techniques. Identification should consider the project context and boundaries. Risks should be grouped by similar ownership and cause. Identification should occur early, including during the bid phase, and be repeated at later stages. Case studies demonstrate how considering environmental factors through PESTLE analysis could have avoided issues related to resource costs, interface requirements, and regulatory accessibility.
Coping with disruptive change with Steve Beaumont held in the Holiday Inn Notts Derby on 18th February 2016.
The only constant is Change. Change is happening in every market, faster and more disruptively than ever before. A business must have the flexibility and agility to adapt to changing business conditions. As the pace of change accelerates the organisations are not adapting quickly.The volume, complexity, and urgency of change is increasing Programmes are not responding appropriately
The document outlines Kathy Ennis' approach to helping people answer six key questions to define their goals and plan for change. The six questions are: 1) Who am I? 2) Where am I now? 3) How satisfied am I? 4) What changes do I want? 5) How do I make change happen? 6) What if my plan doesn't work out? Kathy provides tools and techniques for self-reflection to help people answer each question, define their strengths, priorities and desires to create an effective plan for personal or professional growth and change.
This presentation was delivered by Jeannette Terry and Steve Davis of Tercon Consulting at an APM event in July 2013. The contents of these slides are the copyright of Tercon Consulting and should not be reproduced or used without their permission.
This document summarizes the key points of "The Lazy Project Manager" methodology. It advocates embracing laziness to work smarter, not harder. It discusses that projects naturally follow a pattern of being thick at the start and end but thinner in the middle. It also notes important phases like managing sponsors upfront and focusing on retrospectives. Overall, it promotes prioritizing tasks, delegating where possible, and staying calm under pressure to get the most work done with the least effort.
The document discusses an engagement workshop led by Nick Fewings on leading change effectively. It provides information on the workshop content which includes discussions on leadership skills needed for change, psychological preferences, colour personalities, team dynamics assessment, stakeholder engagement strategies, and conducting a team excellence audit. Examples of workshop activities involve measuring personality preferences with colours, assessing team average scores, and evaluating areas of a team over multiple runs. The workshop aims to help organizations achieve greater success by engaging individuals, motivating teams, and enabling transformation.
This presentation was delivered by Donal O'Connell at an APM Thames Valley Branch event in April 2013. More details of the event can be viewed here http://www.apm.org.uk/news/dissecting-open-innovation
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
Power Forward Operating Base (PowerFOB) was aimed at identifying fuel efficient technologies and sustainable electrical power alternatives to fossil fuels with the objective of making FOBs as ‘fuel-sufficient’ as possible whilst maintaining operational capability, therefore reducing the logistic burden imposed on the supply chain through the transportation of fuel.
This well attended event was presented by Paul Johnson who was programme manager for this challenging and interesting technology demonstration programme, which took place at BAWA, Bristol on 12th March 2013.
This document discusses embedding behavior change throughout a large organization with diverse employee groups. It provides examples of initiatives used at The Co-operative to engage head office employees and store/distribution workers in sustainability. These include free items, events, preferential treatment, training, case studies and integrating sustainability into performance reviews. The challenges of expanding engagement to all employees and members are also reviewed. The Energy Saving Trust outlines services it provides to help employers engage employees in reducing energy and carbon footprints.
Nepean is undergoing a rebranding and reorganization to better position itself for growth opportunities in the mining, infrastructure, and transport sectors in Australia. The rebranding will help Nepean leverage its capabilities, improve customer and partner perceptions, and offer employees opportunities to be part of a larger, more successful business. Nepean is reorganizing into four divisions focused on engineering, mining, building/infrastructure, and transport. The rebranding involves changes to the logo, uniforms, values, and culture to define Nepean as an innovator specialized in engineering excellence and customer success. Employees have a key role to play by living the new brand through their actions and helping shape Nepean's future.
Nepean is undergoing a rebranding and reorganization to better position itself for growth opportunities in the mining and infrastructure sectors. It is rebranding to NEPEAN and reorganizing into four divisions: Engineering & Innovation, Mining, Building & Infrastructure, and Transport. The rebranding involves changes to the logo, uniforms, values, and culture to represent NEPEAN's focus on innovation, specialization, dedication, and creating value for customers, employees, and other stakeholders. Employees have a key role to play in living the new brand through their actions and helping shape NEPEAN's future success, which will be measured by customer preference, financial targets, and innovation leadership.
This document summarizes a roadshow event for NHS Sustainability Day 2015. It includes presentations from various speakers on topics like the role of NHS England in sustainable development, employee engagement strategies at Central Manchester Foundation Trust, and the sustainable credentials of Quorn foods as a meat alternative. The event provided information on sustainability initiatives within the NHS and opportunities for organizations to improve their environmental, social and economic impacts.
Transformation care together - presentationWirralCT
For the NHS to continue to meet patients’ changing needs in the 21st century and remain clinically and financially viable there must be a collective effort across the organisation to tackle variation in quality and outcomes at pace. To ensure trust clinical services develop in a way that supports this vision the trust has introduced a major transformation programme ‘Transforming Care Together’.
The document introduces the new sixth generation Investors in People framework, which is based on research into high performance working and focuses on structuring work and creating sustainable organizations, using maturity levels to support continuous improvement in 9 key areas to enable high performance through people. The framework is driven by organizational ambition and purpose and emphasizes leadership, engagement, people development and continuous improvement.
The document discusses managing change and transition. It covers understanding forces of change, preparing for change, managing the change process and transitions, building change management skills, and changing organizational culture. It provides a case study on the Philippine telecom industry from 1997-2003. It discusses recognizing when change is needed in an organization in response to external and internal forces. It outlines the three phases of transition - ending, the neutral zone, and the new beginning. It provides strategies for helping people let go of the old ways and identity during the ending phase.
Making change happen at the sharp end.The role of GPs and the primary care ...NHS Improving Quality
The contribution of GP leadership and wider primary care teams in improving local systems - resources and learning from NHS IQ's Transforming Care team. Speakers: Dr Tom Margham and Mani Dhesi.
This document discusses the need for UCLH to think differently in order to achieve future ambitions like £1 billion in capital developments over the next decade while remaining one of the safest hospitals. It introduces lean principles as a way to remove waste, duplication, and error from processes. Examples provided include liberating ward sisters to spend 75% of their time on clinical leadership and a productive outpatient program that has redesigned 16% of clinics using lean methodology. The benefits realized include reduced wait times. The document advocates scaling up these efforts by applying lean principles to redesign all services and support systems to be more efficient and release time for direct patient care. A five year lean plan is being developed with a focus on four priority areas.
FMP Event - Property and Workplace Consulting, it's what we do - Achieve Work...Global Business Intel
Mark Bradshaw presented on delivering successful workforce change management. Some key ingredients for success include strategic leadership and direction, effective communications and engagement of staff, and knowledge transfer to maintain changes. It is important to recognize drivers for change and plan the change process thoroughly. Engagement should include establishing trust through open dialogue and sharing experiences. Lessons learned emphasize the need for senior buy-in, pilots to test changes, embedding good habits early, managing change as a process, and recognizing successes.
This document summarizes the annual report of Flagship Group, a housing association in East Anglia. Some key points from the annual report include:
- Flagship achieved above average customer satisfaction levels and invested £22.6 million on improving homes in 2009/10.
- New initiatives in 2009/10 included introducing a 24/7 call center, building 479 new homes, and launching a new website.
- The annual report discusses Flagship's performance based on six standards measured by their regulator and outlines future plans to improve services and build more homes.
- Customer and stakeholder input helped shape the annual report and will continue to inform Flagship's strategies.
1. The document discusses SA Water's process of designing and building a new headquarters building to shape organizational culture and attract/retain employees.
2. They engaged in extensive staff consultation and an innovative procurement process to design a building focusing on collaboration, sustainability, and flexibility.
3. The resulting building achieved a 6 Green Star rating for sustainability and has improved staff satisfaction, productivity, and retention since opening.
People and Business change introductionRobert Topley
The document summarizes a presentation about business change. It discusses the challenges of change and why change initiatives often fail. It then covers different factors that influence change, including structural, cost-cutting, social/cultural, process, strategic, and technological changes. It also outlines four key disciplines for successful change: change governance, operational excellence, people transformation, and IT solutions. For people transformation specifically, it discusses how to influence people's thoughts, behaviors, and emotions to gain their acceptance and support of change initiatives.
This document summarizes a presentation given by Dr. Paul Litchfield on disability and inclusion at BT. It discusses:
- BT's role as a global communications company with over 100,000 employees worldwide.
- Disability statistics in the UK, affecting 1 in 5 people.
- BT's evolving approach to disability and inclusion over decades, from anti-discrimination to a focus on business benefits.
- BT's diversity and inclusion strategy, which aims to better serve customers, unlock potential of employees, and foster innovation.
- Practical steps BT takes to attract, develop, retain, and support disabled employees and customers.
- Monitoring shows success of BT's approach, with high disabled hiring and rehabilitation rates
The document discusses a learning journey to Iceland by a group from Scotland to assess innovation in Icelandic rural businesses. It outlines their use of a framework to evaluate openness, infrastructure, and leadership at six businesses. Friedheimar Tomatoes scored highest with strong collaboration, customer focus, leadership, and inspiring experience. The group found many innovative lessons around geothermal energy use, food chain provenance, and staff training.
An introduction to kinetik solutions - a management consultancyKetan Varia
Kinetik Solutions is a UK-based consultancy established in 2004 that delivers complex change programs for large organizations. It consists of highly experienced consultants with over 10 years of change management experience. Kinetik continually invests in the latest approaches to transformational change and is a member of several professional groups. It offers services in complex transformation, operational design and improvement, systems implementation, workshops, and developing high performance teams. Kinetik's values include integrity, agility, engagement, sustainability, and creating emerging futures. Past clients praise Kinetik's leadership, communication, facilitation skills, and ability to achieve critical objectives.
Change Fatigue Prosci Community of Practice Webinar Nov 2015Catherine Smithson
This webinar discusses change fatigue - its causes and cures. Change fatigue occurs when employees become overwhelmed by the amount and pace of change, leading to disengagement and resistance. The main causes are identified as too much change occurring without proper prioritization and sequencing, and changes being poorly managed without adequate change management practices. The webinar provides top tips to address change fatigue, including influencing executives to prioritize changes, managing the overall change portfolio, improving change management effectiveness, supporting managers and teams, and building organizational resilience. Resources from Prosci and Being Human are also highlighted.
The document discusses the Department for Work and Pensions' (DWP) relationship with its suppliers and contractors. It emphasizes that as part of "One DWP," suppliers are considered integral parts of the organization and its delivery of public services. Suppliers provide a range of important services to DWP, from call center support and virtual contact centers to library resources and strategic communications campaigns. The relationship with BT, a key supplier, is highlighted as collaborative and focused on improving customer service through initiatives like reducing unnecessary contacts, automating services, and supporting the transition to digital.
This document summarizes a presentation given at the PAS Spring Conference in 2015 on improving planning services. It discusses benchmarking data that shows the average cost per planning application is £46 per hour but fees often do not cover costs, leading to an average subsidy of 70%. Productivity is estimated at 88 cases per officer. It also discusses using a Planning Quality Framework to provide more relevant performance data to customers. The second part of the presentation discusses an experiment in Cheshire West and Cheshire to redesign their planning process around customer needs, leading to faster application times of 29 days on average for householders. Customer feedback on the new approach was very positive.
Ponencia impartida por Peter Totterdill, jefe ejecutivo del Work Network de Reino Unido (Organización UKWON), el 3 de julio de 2013 en la II European Summer School of Social Innovation
Similar to Change - the imperatives for success (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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2. Agenda
6.00pm Introduction Martin Taylor, Director, WeDeliverChange
6.05pm Welcome Andrew Bragg, Chief Executive, APM
6.15pm Alex Swarbrick, Senior Consultant, Roffey Park Institute
6.55pm Neil Ennis, Network Transformation Director, The Post Office
7.35pm John Wardle, Head of Engineering Operations, KCOM Group
8.15pm Close
5. Introducing Roffey Park
67 years at the forefront of Leadership and Management Development
Organisational Development
Personal Effectiveness
Human Resources
7. Biggest issues and challenges
Doing more with less
60%
Managing change
54%
Staff morale
53%
Managing workloads
Reduced revenue or budget
The economic climate
(The Management Agenda 2013. Roffey Park Institute)
51%
43%
41%
8. How much does your
organisation need to change?
Not at all
1%
Radically
6%
Not very much
17%
A fair amount
45%
(The Management Agenda 2013. Roffey Park Institute)
A great deal
31%
9. Strategies to address the
challenges?
Leadership development
55%
Efficiency savings
51%
Implementing new technology
45%
Improving employee engagement
42%
Talent management
41%
Breaking into new markets
31%
Focusing on innovation
31%
Public/private partnerships
(The Management Agenda 2013. Roffey Park Institute)
20%
10. 3 key questions
1. Finish the sentence… “Organisations are a bit like….”
2. Who likes change?
– What about change do you like?
3. Of those who didn‟t put up their hands…
– Think of a change you haven‟t liked; what was that about?
11. One view of organisations
Objectives
Vision
Goals
Actions
Plans
Results
14. 3 key questions
1. Finish the sentence… “Organisations are a bit like….”
2. Who likes change?
– What about change do you like?
3. Of those who didn‟t put up their hands…
– Think of a change you haven‟t liked; what was that about?
15. Understanding human
experience of change
Energy more internally focused
Shock
Energy more externally focused
Turbulent
time
- losing focus
Discovery
and learning
self
Blame
euphoria
coping
pining
Feelings of
satisfaction
Resistance
Denial
Numbness,
daze
others
Integration
and new
meaning
minimising
Holding On
Fighting Disintegration
Feelings of
panic, dread,
helplessness
apathy, ange
r, depression
Letting go
Testing /
experimenting
Feelings of
optimism, hope, and
renewed energy
Moving on
Reintegration
Time
16. What helps?
Good leadership
Shared purpose
– Vision, purpose, benefits to all
involved, throughout
Visible backing from the top
– Demonstrated wholehearted
belief in the change by senior
leadership
Stakeholder engagement
– It must be owned by the people
it concerns. „Done with‟, not
„done to‟.
Meaningful measurement
– Convincing evidence linked to
the vision and intended
outcomes
18. Leadership and the human
experience of change
Energy more internally focused
Shock
- losing
focus
euphoria
coping
pining
Turbulent
time
minimising
Holding On
Disintegration
Discovery
and learning
self
Blame
others
Resistance
Denial
Numbness,
daze
Energy more externally focused
Feelings of
panic, dread, h
elplessness, a
pathy, anger, d
epression
Testing /
experimenting
Letting go
Integration
and new
meaning
Feelings of
optimism, hope, and
renewed energy
Feelings of
satisfaction
Moving on
Reintegration
Leadership responsibilities at each stage
Minimise shock
Be patient
Give full and early
communication of
intentions, possibili
ties and overall
direction
Discuss
implications of
change with
individuals
Notice and pay
attention to
people‟s small
signals
Listen, empathise,
offer support
Allow expression of
difficult views and
emotions.
Help individuals
weather the storm.
Recognise
baggage
Don‟t take things
personally
Help others
complete e.g.
rituals
Allow others to
take
responsibility
Encourage
Create goals
Coach
Encourage
risk taking
Exchange
feedback
Set up
development
opportunities
Discuss
meaning and
learning
Reflection
Overview of
experience
Celebrate
success
Prepare
to
move
on
20. The Post Office
is changing
Neil Ennis
Network Transformation Director
November 2013
All statistics correct as of November 2013
21. 1. Why the Post Office needs to change
- Key drivers
• Customers want us to be open when they require a
service
• Customers don’t want to queue
• Open plan counters for clients and customers
• Products relevant to our customers
• Post Office needs to be a footfall driver for Agents
• Retain and grow our customer base
• Sustain the Post Offices Network across the UK
22. 1. Why the Post Office needs to change
- Strategy for Growth
•
•
•
•
•
•
Number One Mails retailer in the UK
Fastest Growing Financial Services Provider in the UK
Number One at Travel Money in the UK
Largest independent Travel Insurer in the UK
£17bn invested – the nation trusts us with its savings
Making life easier for customers to connect with
government
• Sixth largest telephony provider in the UK
23. 1. Why the Post Office needs to change
- To Grow we need a Modern Network
• The Post Office is proud of its Past and is modernising
for the future
• No more closures!
• Every Community that has a Post Office service will
retain that service
• Our new Local and Main models will continue to serve
our customers well into the future
• We have to change the way we work – everybody loves
The Post Office but we need to change
• Continue as the largest retail network in UK with 11,800
branches
24. 1. Key Post Office Change statistics
New Branches
We now have over 1,200 new style branches across UK.
New Contracts
Over 2,000 branches have now signed up to
convert to new models.
Seconds
Average waiting time in
local branches is 46
seconds and 1 minute 13
seconds in main
branches.
Satisfied operators
Operator satisfaction is also very high, with YTD figures
showing a 90% satisfaction with the new model
branches.
Satisfied customers
Customers are continuing to demonstrate
high levels of satisfaction with the new style
branches. With average satisfaction levels
across both mains and locals at 95%
25. 1. Why the Post Office needs to change
- Sowerby Bridge Post Office, Yorkshire
BEFOR
E
AFTER
26. 2. Change culture in the Post Office
- Growing Appetite for Change
• 30 years ago we had a monopoly in Mails, Pensions & Benefits
• 20 years ago – still had almost all Pension payments and Mails
• 10 years ago – much reduced Pensions income, Financial services
growing, Mails competition strengthens
• Now– standalone business separate from Royal Mail
• Appetite for change strategically very high – Board Support
• Biggest transformation ever in the Post Office
• Network, IT Transformation, People, Product growth (£1.34bn)
• Changing with customers habits e.g. Foreign Currency, click and
collect
27. 3. Resistance to change in the Post Office
- How are we taking our People with us?
• Stakeholder engagement – explain the value of the change and why
we need to do it and what it means for communities across the UK
(Our Shareholder, Local MPs, Local Authorities, Community Groups,
Customers)
• New Board – relevant Post Office and private sector experience
• Our Agents – sustainability of their whole business and help from The
Post Office to grow with new products and investment
• All of our People – convincing them that The Post Office is a great
place to work and has a positive future
• Programme and Project Staff - opportunity to develop hands on
project skills and deliver major change against challenging
timescales
28. 3. Resistance to change in the Post Office
- Newport Pagnell opening event! (1/1200)
29. 4. Lessons Learnt as the Post Office
implement major change
• The Post Office cannot stand still we have to modernise as the world
around us changes – not optional!
• Our Portfolio of programmes are now focused on delivering our
growth strategy – no exceptions – 5 year plan
• We have to take our people and our Agents on the change Journey
• Clarity on what change is expected and what rewards are available
• Prepared to make the difficult decisions
• Once the direction is agreed we relentlessly deliver but remain agile
to our customers, clients and stakeholders
• Learn from mistakes – keep improving the new Post Office models as
we roll out across the UK
30. 4. Bedale Post Office – over 200 MPs
have opened new branches!!
Bedale is the first Post Office branch in
my constituency to be modernised as part of
the nationwide investment scheme and I am
delighted to be here today to officially declare
it open. Ian Sykes and his team have given
the Post Office a complete make-over, and
customer reaction has been overwhelmingly
positive.
Rt Hon William Hague MP
Pictured with sub-postmaster Ian
Sykes, Bedale Post Office
43. Take outs
•
Be honest about your in-house capability and capacity to effect the change.
Investing in specialist help / consultancy can have a huge ROI.
•
At the start of and during a change programme, set the context with your people.
•
Focus the majority of your effort on the people involved, not the tasks necessary.
•
Look closely at your leadership capability in junior / middle management roles and
tackle issues here immediately.
•
Throughout the change, never stop communicating with your people.
•
Don’t allow people (through fear) to stay at the ‘Bus Stop’. Help them to get
aboard and overcome their fears.
•
Recognise and reward successes and great team performance. Manage under
performance effectively.
•
Don’t be afraid to part company with some people. It will ultimately be the right
decision for your business and them.
43
44. Thank you for attending
“Change – the
imperatives for
success”
7th November 2013