Fiona Spencer 'Growing sustainable leadership'
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This document discusses the need to grow sustainable leadership for infrastructure projects in the UK government. It notes that leadership takes time to develop, so pipelines of future leaders need to be built now. Diversity of experience, including more women leaders, will allow the government to draw on all available talent. Currently, around 40% of senior project delivery leaders in the UK government are women, but that number falls to a third for the largest 250 projects. The government has an action plan to promote diversity and inclusion, including a role models campaign to showcase alternative paths to leadership success. Developing collaborative rather than "hero" leadership styles will help build leadership suited to future challenges.
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Leadership
The document summarizes the results of a survey on artificial intelligence in project management. Over 1500 people responded to the survey, most of whom were affiliated with PMI and male. The majority felt that AI would have a big impact on project management work but had little experience working on AI projects themselves. Many felt their organizations had low AI maturity and competence, with few building dedicated AI teams or applying AI to projects. Most also felt their companies invested little in AI training.
PMI Generational Leadership Matrix.pdf
The document discusses a generational leadership matrix created by Stan Phelps and Brian Doyle in 2021. It appears to analyze different generations and their leadership styles. The matrix may help understand how to lead various generations effectively based on their traits and preferences.
NAVIGATING THE GRAY OF LEADING ACROSS THE GENERATIONS.pdf
This document discusses navigating intergenerational relationships in the workplace. It provides an overview of the five generations currently in the workforce - Matures, Baby Boomers, Generation X, Millennials, and Generation Z. For each generation, it highlights their defining attributes and core values. The document also examines some of the differences in expectations across generations and provides exercises and strategies for effectively leading across generations, including recruiting, training, feedback and project management approaches. The goal is to understand generational differences and apply strategies to improve intergenerational relationships in the workplace.
Agile and Product Management Presentation by Pamela Schure
This document discusses techniques for successful product management and agile projects. It introduces impact mapping, design thinking, scaled agile frameworks, and focusing on customer behavior as techniques. Impact mapping links goals to outcomes and builds using a collaborative approach. Design thinking emphasizes discussing needs with users to develop ideas. Scaled agile has product managers work within teams to prioritize work. All techniques rely on a deep understanding of customer needs and behavior. The presentation provides an overview of these product management techniques.
Invisible to Invaluable Presentation.pptx
Visibility accounts for 60% of career success according to research cited. Being visible is especially important for underrepresented groups who face unconscious bias. The document provides strategies for increasing visibility without increasing workload, including highlighting case studies of leaders like Indra Nooyi and Steven Bartlett who obtained prominence despite challenges. It suggests visibility can help professionals increase their perceived value and opportunities tenfold without a tenfold increase in work.
Project Management Methodologies and Project Governance
This document discusses project governance and methodologies. It begins by defining project governance and noting the minimal information provided in the PMBOK Guide. It then explores the differences between governance frameworks and methodologies, providing the examples of PMBOK as a framework and PRINCE2 as a methodology. The document also discusses how Agile is commonly misunderstood and emphasizes that Agile is focused on people over processes. It concludes by relating Agile to other approaches like Lean Six Sigma and Design Thinking.
Product Management Strategy and Product Governance
This document discusses product management strategy and governance. It defines product management as focusing on achieving future outcomes through a roadmap and cross-functional team. Product lifecycles and development cadences vary depending on the product type and industry. Products may use a finite, continuous, or hybrid delivery method. The conclusions emphasize that product should be central to strategy, and governance depends on the specific product.
Stuart Thorp's Presntation.pptx
The document discusses actions that individuals and groups can take to address the climate crisis. It notes that the climate crisis is already occurring with extreme weather events. Both personal actions like reducing consumption and professional actions through careers in sustainability are needed. As project managers, PMI members are well positioned to take action and enable large scale climate solutions through portfolio and program management. The presentation outlines initiatives across PMI chapters to collaborate on climate education, events, and tracking impact.
Sam Baker's Presentation.pptx
This 3 hour workshop provides an engaging experience for participants to learn about and discuss the IPCC reports on climate change through creative exercises, with over 1 million people having participated globally. The workshop aims to educate attendees on the science of climate change in an enjoyable way that builds understanding and empowerment around creating solutions through a shared narrative.
Playing Project Management PMI UK Chapter May 2023.pdf
Is it possible to learn how to manage projects in a classroom?
Can a novice enter the classroom from one door, and exit from another as a project manager?
Join us to learn how to become project managers through different learning methods, and what PMOs and organisations can do to support effective learning and continuous improvement of project management.
Speaker
Daniel Zitter is and experienced project manager and PMO, a licensed industrial management engineer, and PMO Certified Consultant (PMO-CC®) on behalf of the PMO Global Alliance;
Daniel is passionate about project management, and he's happy to tell anyone who will listen. He appreciates the complexities of managing a project. He enjoys discussing it with others and teaching the methodologies, thought processes and how to deal with the questions and challenges that are sure to arise. And he's happy to share his knowledge and experience with clients, friends and acquaintances – because he believes deeply in what he does, how he does it and that doing it right makes a huge difference to the outcome.
In recent years, Daniel is also the Israeli ambassador of the PMO Global Alliance organisation and a member of the judging team of the PMO Global Awards competition in which he helps in selecting the best PMO bodies in the world.
Multi-level Network Governance for Chaotic Disaster Management Contexts by Br...
1. The document discusses governance challenges in chaotic disaster management contexts and how developments in multi-level governance models from project management can help address these challenges.
2. Traditional centralized governance is ineffective in disaster contexts due to diversity of disasters, stakeholders, needs, and knowledge. Issues include coordination, prioritization, duplication, and understanding global risks and values.
3. Recent research proposes multi-level governance models that balance local agility with global coordination, addressing these issues through network governance and governance of networks. This provides an alternative to traditional hierarchical governance.
Delivering Crisis Projects with Business Resilience by Serhiy Kovela, Sheila ...
This document discusses applying a business resilience framework to coordinate a multi-agency crisis response effort to a large earthquake in Turkey and Syria. It provides templates for prioritizing relief initiatives, developing a business case, assessing readiness, and evaluating energy levels to ensure the response is focused, sustainable, and delivers rescue, recovery, and future resilience. Applying this complementary approach can enhance project management and achieve greater efficiency, effectiveness, and impact across the relief agencies.
Istanbul Earthquake Loss Assessment Studies by Himmet Karaman
This document discusses several studies and projects related to assessing hazards and increasing resilience in Istanbul, Turkey. It describes creating a multi-hazard map for Istanbul by classifying and combining maps of earthquake, landslide, flood, fire and other hazards. It also outlines a project to determine acute shocks and chronic stresses facing Istanbul to increase the city's resilience. Finally, it discusses the development of software called HAZTURK to model earthquake impacts and losses in Turkey by defining hazards and estimating consequences.
More from PMIUKChapter (20)
How Pencils and Scotch Tape Led to the Space Elevator - slides.pptx
How Pencils and Scotch Tape Led to the Space Elevator - slides.pptx
Supercharge Your Project Management Skills with CHATGPT practical - UK.pdf
Supercharge Your Project Management Skills with CHATGPT practical - UK.pdf
NAVIGATING THE GRAY OF LEADING ACROSS THE GENERATIONS.pdf
NAVIGATING THE GRAY OF LEADING ACROSS THE GENERATIONS.pdf
Agile and Product Management Presentation by Pamela Schure
Agile and Product Management Presentation by Pamela Schure
Project Management Methodologies and Project Governance
Project Management Methodologies and Project Governance
Product Management Strategy and Product Governance
Product Management Strategy and Product Governance
Playing Project Management PMI UK Chapter May 2023.pdf
Playing Project Management PMI UK Chapter May 2023.pdf
Multi-level Network Governance for Chaotic Disaster Management Contexts by Br...
Multi-level Network Governance for Chaotic Disaster Management Contexts by Br...
Delivering Crisis Projects with Business Resilience by Serhiy Kovela, Sheila ...
Delivering Crisis Projects with Business Resilience by Serhiy Kovela, Sheila ...
Istanbul Earthquake Loss Assessment Studies by Himmet Karaman
Istanbul Earthquake Loss Assessment Studies by Himmet Karaman
Recently uploaded
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
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办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Corporate innovation with Startups made simple with Pitchworks VC Studio
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...Istanbul Beykent University (İstanbul Beykent Üniversitesi)
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcyRecently uploaded (6)
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Corporate innovation with Startups made simple with Pitchworks VC Studio
Corporate innovation with Startups made simple with Pitchworks VC Studio
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Fiona Spencer 'Growing sustainable leadership'
- 1. Growing sustainable leadership Fiona Spencer Infrastructure and Projects Authority 8 March 2023
- 2. Infrastructure and Projects Authority About me ■ Career: 35 years in UK Government, 14 years part time ■ Profession: project delivery - projects, programmes, portfolios ■ Best job: Government Head of Profession for Project Delivery ■ Current job: Advisory Director, Infrastructure and Projects Authority ■ Love: my family, my allotment, project delivery and change, learning new stuff… 2 |
- 3. Infrastructure and Projects Authority 3 | ■ Why do we need to grow sustainable project leadership for the future? ■ What role will women leaders play? ■ How are we working to grow leadership capability in UK Government Project Delivery
- 4. Infrastructure and Projects Authority Why do we need to grow sustainable leadership for the future? ■ Projects are how we build our future ■ We need the best talent and skills to lead and deliver them ■ We don’t have enough now - and we’ll need a lot more… ■ Leadership takes experience and experience takes time ■ So we need to building our sustainable pipelines of future leaders NOW … 4 |
- 5. Infrastructure and Projects Authority Growing our potential - skills and talent 5 | “Women and girls represent half of the world’s population and therefore also half of its potential.” Given the challenges ahead of us we need to use all the potential talent and skills we have….
- 6. Infrastructure and Projects Authority Growing our potential - diversity of experience 6 | “We need project leaders for tomorrow, not just for today” ● Great project leadership isn’t just great engineering or IT. It’s about people, collaboration, innovation, problem-solving - bringing together a diverse team of people and skills to deliver lasting change ● So we need to grow and enrich our leadership potential drawing on the richest diversity of experience, thought and culture open to us
- 7. Infrastructure and Projects Authority Where are we now in UK Government? ■ UK government manages thousands of programmes and projects ■ Our ‘top 250’ comprise over £750bn of investment ■ Around 40% of our senior leaders in project delivery are women ■ But for the ‘top 250’, that falls to a third, and our gender pay gap is >10% ■ We have parity in middle management and expert roles, and in our graduate scheme. And our pool of senior leaders is growing ■ But we have more to do… 7 |
- 8. Infrastructure and Projects Authority Our diversity and inclusion action plan 8 |
- 9. Infrastructure and Projects Authority Growing sustainable leadership for the future 9 | ■ The qualities we need in our future leaders will be different: fewer hero leaders, more collaborative leadership ■ So our focus must also be changing the game - tackling the systemic issues and assumptions that still set ‘male’ leadership qualities and outdated working practices as the path to success ■ That’s why we’re running our Role Models campaign - showcasing our role models and people who’ve done it differently ■ People deliver projects - and we’ll need the skills and talents of everyone to build a truly sustainable future