Version of slides presented to the APM Programme Management SIG. Discussion the relationship of innovation and innovation management approaches within the transformation programme / portfolio - and beyond
Are we Agile or Fragile? Agile Africa 2017 - Reflections from the IQbusiness ...IQ Business - agility@IQ
IQbusiness and agility@IQbusiness conducted an inaugural State of Agile research report. The attached presentation presents our findings through both quantitative and qualitative research
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
Face your communication challenges when implementing a digital workplace, bas...Patrick Van Renterghem
Ellen Geens (ChangeLab) described the communication challenges, and gave tips and tricks for the change communication when implementing a digital workplace at their RIZIV and TVH customers
What if we adapt the adoption? Change approach based on digital literacy and ...Roland Driesen
More room (priority, time and budget) is given to the user adoption part of projects. This is a great development and makes Office 365 better used. But what if we want to bring this approach itself to the next level? Most projects still can improve in tailoring the communications and learning strategies to fit better a company culture, team dynamics and even personal preferences. Silverside, as the founder of the PACE methodology and experience with 200 customers, is proud to present the next version of our PACE toolset with a practical assessment for measuring culture, invitation to use our freemium success indicator for your change project and demonstrate our online tools for continuous learning and improving the daily usage of Office 365.
Engie's Digital Workplace and "Connecting the company" business case, present...Patrick Van Renterghem
Jan Vanoudendycke (Director of Knowledge Management at Engie) presented the vision, roll-out and adoption process of the massive Engie Digital Workplace effort to connect everyone in the 150.000 people company #DWA19 #presentation #engie
Talk on the importance of Service Design Thinking, how the evolution of Design and business leads to Service Design Thinking, overview of Service Design Thinking process and key artifacts used.
Are we Agile or Fragile? Agile Africa 2017 - Reflections from the IQbusiness ...IQ Business - agility@IQ
IQbusiness and agility@IQbusiness conducted an inaugural State of Agile research report. The attached presentation presents our findings through both quantitative and qualitative research
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
Face your communication challenges when implementing a digital workplace, bas...Patrick Van Renterghem
Ellen Geens (ChangeLab) described the communication challenges, and gave tips and tricks for the change communication when implementing a digital workplace at their RIZIV and TVH customers
What if we adapt the adoption? Change approach based on digital literacy and ...Roland Driesen
More room (priority, time and budget) is given to the user adoption part of projects. This is a great development and makes Office 365 better used. But what if we want to bring this approach itself to the next level? Most projects still can improve in tailoring the communications and learning strategies to fit better a company culture, team dynamics and even personal preferences. Silverside, as the founder of the PACE methodology and experience with 200 customers, is proud to present the next version of our PACE toolset with a practical assessment for measuring culture, invitation to use our freemium success indicator for your change project and demonstrate our online tools for continuous learning and improving the daily usage of Office 365.
Engie's Digital Workplace and "Connecting the company" business case, present...Patrick Van Renterghem
Jan Vanoudendycke (Director of Knowledge Management at Engie) presented the vision, roll-out and adoption process of the massive Engie Digital Workplace effort to connect everyone in the 150.000 people company #DWA19 #presentation #engie
Talk on the importance of Service Design Thinking, how the evolution of Design and business leads to Service Design Thinking, overview of Service Design Thinking process and key artifacts used.
What Can be Done on 9/11 Day? Unlocking the Potential of Pro Bono "Done-in-a-...Yvonne Turner
As we approach the anniversary of September 11, how will you observe the 9/11 National Day of Service? More than 35 million people observed this day last year by helping others, and this year we can inspire even more good by leveraging the full power of pro bono. On July 31, A Billion + Change and our partner at the 9/11 Day of Service held a webinar to share high-impact ways you can engage your employees and give back to nonprofits through pro bono "Done-in-a-Day" marathon sessions.
The Agile Activity based Seating Report 2018 - PresentationMia Kolmodin
There is an increasing trend in Sweden to move in to something commonly called Activity Based Seating, what we discovered is often confused with Flexible Seating. We couldn’t find any data on the actual impact of these kind of seatings for Agile Teams. Thats why we did a survey to uncover the “truth” with 177 people answering and an open space session to learn more about what learnings are out there from people working Agile.
The survey was presented at Agila Sverige 2018 and can be found here > At an Open Space session we got together to share experiences people had around ABS. The result of both is shared in this free infographic and we hope this information can bring value to you and your organization so that you can find better solutions together. Please feel free to use the content in any way you like. We would though be happy if you would refer to Dandy People if you take any content out of context.
You can see the video presentation here (Swedish): https://dandypeople.com/blog/aktivitetsbaserade-kontor-agile-superbra-eller-video-fran-agila-sverige/
And download the Free Infographic here: https://dandypeople.com/blog/get-seated-for-agile-free-infographic/
European University Barcelona Campus: Beyond Budgeting – A (Secret) Performan...Fabiola Eyholzer
Barcelona, Spain | Mar-12-2015
Forbes Magazine calls Agile “The Best Kept Secret in Management” and industry leaders and key players across all industries are already embracing lean | agile – a leadership philosophy with a set of tools and techniques based on specific values and principles – with the goal of making their organizations more responsive, innovative, and engaging.
Besides applying a toolset instrumental for driving innovation, reducing time-to-market, and improving customer satisfaction, companies are revising and realigning their leadership approach in order to ensure not only precise, but also fast and flexible decisions, swift accomplishments, and valuable interactions. This will alter their approach towards providing, managing, and monitoring their initiatives and resources and help them meet the demands of a constantly and rapidly changing business environment. Lean | agile provides them with an unparalleled competitive advantage that will impact their bottom line in a positive and sustainable manner.
This presentation focuses on the characteristics of Lean | Agile enterprises and how they approach financial planning and investment approaches in a more flexible way. We talk about “Beyond Budgeting” (also known as “Beta-Complex”) that eliminate traditional budget and budget reporting and discuss their validity and impact.
Avanza Case Study - Agile Transformation with Customer Focus Mia Kolmodin
Avanza is a tech company with bank licence (you can call them a bank) here in Stockholm. A few years back they started their journey from a traditional silos based organization to a cross functional product organization organized around the customer journey - IT, Product, Marketing and Operations working as one. Here we want to share their story with you that we also had the pleasure to be a small part of.
Background
“Avanza's development organization has grown from 7 to 16 teams during the last 4 years. Great fun, of course, but it also required some prerequisites.
In the fall of 2016, our lead times increased significantly, we had many cross-dependencies between the teams; and, we began to see early signs that our team's motivation was suffering. We were not sure why this was because we had been working in an agile way for over 10 years. We needed to take the next step.
During the past year we have learned a great deal. Based on that, we have created a new team structure that follows our customer's journey and value streams. This new structure includes 16 autonomous teams with end-to-end responsibilities, with clear missions; and, that are linked to our vision. The teams also have responsibility for all channels and have the skills required to deliver on their missions.”
The Avanza product organization is about 200 people (IT/Product/Marketing/Operations)
RESULTS
- Decreased Time to Market, from 5,9 teams involved in a delivery to 1,2 in average
- Increased Strategic Flexibility, Team Missions connected to Customer Journey and
- Feature Teams enable strategic and tactical adjustments along the way
- Happy & Empowered Employees - Teams feeling like a startup. Owns the budget, learning about customer needs, delivering on all touch points and optimizing towards the business strategy.
- Happier Stakeholders - Involved with the teams work & understand the structure of the org
Want to find out how you can do the same? Reach out to Dandy People.
The role of the PMO must shift as an organization embraces agile methods to avoid the many points of conflict between agile teams that self manage and self-organize and control oriented, administrative PMOs. A solution to this problem is to refocus PMO activity on tasks outside the team’s purview. This presentation discusses the three voice metaphor used to sort out roles in this new environment.
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
ERAU Building High Performance Virtual Teams oct 08 2015ERAUWebinars
In this 50 minute webinar from Embry-Riddle Aeronautical University Prof. Joe Gray looks at how to conduct successful virtual meetings, using engagement techniques and interactive methods to keep the team energized and on task.
What Can be Done on 9/11 Day? Unlocking the Potential of Pro Bono "Done-in-a-...Yvonne Turner
As we approach the anniversary of September 11, how will you observe the 9/11 National Day of Service? More than 35 million people observed this day last year by helping others, and this year we can inspire even more good by leveraging the full power of pro bono. On July 31, A Billion + Change and our partner at the 9/11 Day of Service held a webinar to share high-impact ways you can engage your employees and give back to nonprofits through pro bono "Done-in-a-Day" marathon sessions.
The Agile Activity based Seating Report 2018 - PresentationMia Kolmodin
There is an increasing trend in Sweden to move in to something commonly called Activity Based Seating, what we discovered is often confused with Flexible Seating. We couldn’t find any data on the actual impact of these kind of seatings for Agile Teams. Thats why we did a survey to uncover the “truth” with 177 people answering and an open space session to learn more about what learnings are out there from people working Agile.
The survey was presented at Agila Sverige 2018 and can be found here > At an Open Space session we got together to share experiences people had around ABS. The result of both is shared in this free infographic and we hope this information can bring value to you and your organization so that you can find better solutions together. Please feel free to use the content in any way you like. We would though be happy if you would refer to Dandy People if you take any content out of context.
You can see the video presentation here (Swedish): https://dandypeople.com/blog/aktivitetsbaserade-kontor-agile-superbra-eller-video-fran-agila-sverige/
And download the Free Infographic here: https://dandypeople.com/blog/get-seated-for-agile-free-infographic/
European University Barcelona Campus: Beyond Budgeting – A (Secret) Performan...Fabiola Eyholzer
Barcelona, Spain | Mar-12-2015
Forbes Magazine calls Agile “The Best Kept Secret in Management” and industry leaders and key players across all industries are already embracing lean | agile – a leadership philosophy with a set of tools and techniques based on specific values and principles – with the goal of making their organizations more responsive, innovative, and engaging.
Besides applying a toolset instrumental for driving innovation, reducing time-to-market, and improving customer satisfaction, companies are revising and realigning their leadership approach in order to ensure not only precise, but also fast and flexible decisions, swift accomplishments, and valuable interactions. This will alter their approach towards providing, managing, and monitoring their initiatives and resources and help them meet the demands of a constantly and rapidly changing business environment. Lean | agile provides them with an unparalleled competitive advantage that will impact their bottom line in a positive and sustainable manner.
This presentation focuses on the characteristics of Lean | Agile enterprises and how they approach financial planning and investment approaches in a more flexible way. We talk about “Beyond Budgeting” (also known as “Beta-Complex”) that eliminate traditional budget and budget reporting and discuss their validity and impact.
Avanza Case Study - Agile Transformation with Customer Focus Mia Kolmodin
Avanza is a tech company with bank licence (you can call them a bank) here in Stockholm. A few years back they started their journey from a traditional silos based organization to a cross functional product organization organized around the customer journey - IT, Product, Marketing and Operations working as one. Here we want to share their story with you that we also had the pleasure to be a small part of.
Background
“Avanza's development organization has grown from 7 to 16 teams during the last 4 years. Great fun, of course, but it also required some prerequisites.
In the fall of 2016, our lead times increased significantly, we had many cross-dependencies between the teams; and, we began to see early signs that our team's motivation was suffering. We were not sure why this was because we had been working in an agile way for over 10 years. We needed to take the next step.
During the past year we have learned a great deal. Based on that, we have created a new team structure that follows our customer's journey and value streams. This new structure includes 16 autonomous teams with end-to-end responsibilities, with clear missions; and, that are linked to our vision. The teams also have responsibility for all channels and have the skills required to deliver on their missions.”
The Avanza product organization is about 200 people (IT/Product/Marketing/Operations)
RESULTS
- Decreased Time to Market, from 5,9 teams involved in a delivery to 1,2 in average
- Increased Strategic Flexibility, Team Missions connected to Customer Journey and
- Feature Teams enable strategic and tactical adjustments along the way
- Happy & Empowered Employees - Teams feeling like a startup. Owns the budget, learning about customer needs, delivering on all touch points and optimizing towards the business strategy.
- Happier Stakeholders - Involved with the teams work & understand the structure of the org
Want to find out how you can do the same? Reach out to Dandy People.
The role of the PMO must shift as an organization embraces agile methods to avoid the many points of conflict between agile teams that self manage and self-organize and control oriented, administrative PMOs. A solution to this problem is to refocus PMO activity on tasks outside the team’s purview. This presentation discusses the three voice metaphor used to sort out roles in this new environment.
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
ERAU Building High Performance Virtual Teams oct 08 2015ERAUWebinars
In this 50 minute webinar from Embry-Riddle Aeronautical University Prof. Joe Gray looks at how to conduct successful virtual meetings, using engagement techniques and interactive methods to keep the team energized and on task.
A slide presentation on the solutions that Making Vision Reality can offer to customers. This includes Transformation, Innovation, Programme and Projects and workshops.
What is the importance and significance of idea management to an organization and how should organizations look into having this as a key cultural aspect and function in the organization.
Explore L&D trends and insights for 2015. Kineo US leaders Cammy Bean, VP of Learning Design, and Chip Cleary, VP of Solutions and Consulting, discuss top tips for adding business value to your learning strategy this year.
Please explore the presentation below for more detail, or reach out to one of the key contacts if you’d like to discuss how Venture Path could help your organisation innovate and grow.
هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق
The Agile PMO
قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال
Agile
وعرفت أيضا مكتب إدارة المشاريع
PMO
ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق
Agile PMO.
بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق
Agile PMO
والفوائد الناتجة من تطبيقه في المؤسسات.
ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق
Agile PMO
وذلك لجلب الرشاقة او ال
Agility
للمؤسسة التي يعمل فيها ال
PMO.
SEAL offers in-depth expertise and a full spectrum of capabilities to help IT leaders tackle their toughest challenges - from strategies to ensure that their IT delivers real value, to new approaches for achieving meaningful IT transformation, while reducing total cost of ownership.
Digital Adventures at Viridian - Housing Technology Conference 2017Ed Wallace
A copy of the slides I presented with my colleague Aice Granville at the Housing Technology Conference 2017.
Our session covered:
• Our early adventures in the world of digital – including our online affordability assessment & the home swap app MoveMaker
• Our HomeGrown innovation challenge
• Designing digital services with customers and colleagues
• Working with start-ups through HouseMark Evolve
• Our approach and lessons learned
• Onwards and upwards - our future aspirations
This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Innovation management within the transformation programme and beyond
1. Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation Management Within the
Transformation Programme
APM Programme Management SIG conference
Thursday 14 March 2019
2. Chase Management Services
Portfolio, Programme and Project Management Consulting
• Founder of
• Chase Management Services,
• Deep Team
• Co Founder of CPS, a Microsoft Technology
Consultancy
• APMG registered consultant for Portfolio,
Programme and Project Management
• 20 years experience in implementing
portfolio, programme and project
management ecosystems
• Director level advice and guidance, critical
friendship in portfolio, programme and
project management
David Dunning
• Current State Assessment
• Vision Development
• Consulting services
• Technology introduction
• Change Management
• Assurance
07767 803540
David@ChaseManagementServices.co.uk
3. Chase Management Services
Portfolio, Programme and Project Management Consulting
• Founder of
• Chase Management Services,
• Deep Team
• Co Founder of CPS, a Microsoft Technology
Consultancy
• APMG registered consultant for Portfolio,
Programme and Project Management
• 20 years experience in implementing
portfolio, programme and project
management ecosystems
• Director level advice and guidance, critical
friendship in portfolio, programme and
project management
David Dunning
• Current State Assessment
• Vision Development
• Consulting services
• Technology introduction
• Change Management
• Assurance
07767 803540
David@ChaseManagementServices.co.uk
4. Chase Management Services
Portfolio, Programme and Project Management Consulting
Core P3M Data Club
• Voluntary, collaborative initiative to
derive a core starting point portfolio
data model for organisations to use
• We have
• Modelled a sample organisation
• Brainstormed a governance model
from board to portfolio, programme,
project, finance, resource
management
• Each governance node (e.g.
Programme) has an operating model,
and some Management Information
needs to support their agenda
• We need help review and develop the
Programme model
• More info:
• https://1drv.ms/p/s!AscRj7Bfp6vQ9
2l86wb18IK_Wadp
• Here is a 5 min intro to the initiative
presented to the Major Projects
Knowledge Hub:
https://www.youtube.com/watch?v
=TmbCMhQwch4&feature=youtu.b
e
• LinkedIn Group:
• https://www.linkedin.com/groups/1
3651399/
5. Chase Management Services
Portfolio, Programme and Project Management Consulting
What is “Innovation”
Ubiquitous Innovation!
Examples
Ecosystem
Step 1?
To Cover…
7. Chase Management Services
Portfolio, Programme and Project Management Consulting
Facts / Definitions
• Invent = originate, Improve = polish
• Innovate = better way – response to
known problem or an open opportunity
• Commercial Circles - If you don’t advance,
you’ll get overtaken
• Public Service - If given less, you’re
expected to do more
• Some of us do not like taking risks
• Not all great ideas come from leaders
• We can’t all be innovating all day - How
do we get the right balance?
Commentary
• Clear cost, acceptable background spend
• Unclear cost? Not my idea syndrome,
Possible significant spend?
• Innovate else you fail to succeed – or go
out of business
• Austerity means less cash, & slashing
headcount does not make improvement
• Not all ideas succeed – is that “waste”?
• Leaders trust in their people to have them
• Setting direction, inspiring and
empowering more than telling / tracking
Innovation - Portfolio
Management & Delivery
What is
“Innovation”
8. Chase Management Services
Portfolio, Programme and Project Management Consulting
• Invest in Teams
• Focus groups
• Acquire competitor or startup
• Re-organisation
• Exploit a project outputs
• Transformation Programme
• Orchestrated
• Managed
• Performance measures
• Controlled
• Justifiable
Typical Innovation Approach
InnovationTeam/Strategy
Group
Programme
Team
Department
Group
Transformation
Group
What is
“Innovation”
Derived from
http://pmoconference.co.uk/wp-content/uploads/2017/06/3-2.35pm-DavidDunning-PMO-Innovation-
2017.pdf
9. Chase Management Services
Portfolio, Programme and Project Management Consulting
Known Problem vs Open Opportunity?
Mess?
Reputation?
Environment?
Cost?
Relatively Easy to get to the right answer?
Low Innovation Content
What is
“Innovation”
10. Chase Management Services
Portfolio, Programme and Project Management Consulting
Bottom up idea?
Simple?
Achievable?
Low risk?
Low Cost?
What is
“Innovation”
Meeting Quality
+
https://www.chasemanagementse
rvices.co.uk/440211703
11. Chase Management Services
Portfolio, Programme and Project Management Consulting
Focus Group on Open Opportunity?
Implications?
Benefit?
Cost?
Impact?
Multiple Schemes
Lots of comms
Lots of effort
Success measure?
+
Relatively Hard to get to the
right answer?
High Innovation Content
What is
“Innovation”
13. Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation:
Vision and Strategy
Innovation:
Transformation
Programmes
Innovation:
Operation
Innovation:
Day to day
But innovation is
everywhere /
everyone…
The problem is not people coming
up with ideas, the problem is that
we don’t develop them.
Ubiquitous
Innovation!
14. Chase Management Services
Portfolio, Programme and Project Management Consulting
Duplication
• Parochialism, competing approaches?
• Wasted effort
• Lost opportunity
Difficult to justify and develop ideas
• Low energy
• Unknown = risk = low priority?
• Getting the right people involved for
problem and solution
Typical Innovation “Problems”
Under the radar
- may spend time & energy getting
nowhere fast
+ actually there's huge value to be gained
No reward
Answer?
Use “social innovation” too!
Ubiquitous
Innovation!
15. Chase Management Services
Portfolio, Programme and Project Management Consulting
• Takes Challenges
• “Crowd source” ideas
• Use “Game Mechanics” for Ideation
• Voting and rating
• Reward for innovation - Cash and
Kudos
• Bottom up - Use all your people
• Enjoyable, Creative,
Unconstrained, Engaging
• Energized Change Culture (ECC)
• May just originate something the
“Focus” teams may not
Social Innovation Approach
Ubiquitous
Innovation!
Derived from
http://pmoconference.co.uk/wp-content/uploads/2017/06/3-2.35pm-DavidDunning-PMO-Innovation-
2017.pdf
16. Chase Management Services
Portfolio, Programme and Project Management Consulting
• Challenges need to be set
• Strategic Objective gives us
• Targets which can be turned into Challenges for Stakeholder groups
• Stakeholder group:
• Brainstorm team – to focus?
• Open invite – to get more opinion / effect?
• Programme, Project Objectives?
• Business Level?
• Bottom up ideas can just happen!
Where do Challenges come from?
What is
“Innovation”
17. Chase Management Services
Portfolio, Programme and Project Management Consulting
Executive Office
Marketing
Human
Resources
Sales Engineering IT Finance Products Transformation
Social Innovation - Challenge to proposal?
Executive
Office
Marketing
Human
Resources
Sales
Engineering
IT
Finance
Products
Transformation
Ideas!
1. Raise Challenge
2. Agree Challenge
3. Set Challenge
4. Solicit Ideas
5. Evaluate
6. Develop proposal
1
2
Challenge!
3
4
PMO
Objective
Product
Programme
Project
Task
Delivery
Body
Customer
Body
Proposal
6
Evaluation
5
Example
18. Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation Recipe – more than just
“Ideas”?
Reasons
• what is the driver for the challenge – from
all perspectives
• Gain consensus
Solutions
• what might possible answers be?
• Gain consensus, exclude obvious ‘no go’
options
Transition
• Options
• Implications
Priority • Which is the best idea(s)
to meet the challenge?
What is
“Innovation”
19. Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation Management & the
Transformation Programme
Most organisations effective managing
business as usual activity
Many effectively manage projects and
programmes
Effective at small improvement
initiatives in subjects close to the
business, within local capability to
deliver
When organisations have mission
critical transformation to do, they
focus
Where does innovation fit (bigger
than small, smaller than big)?
20. Chase Management Services
Portfolio, Programme and Project Management Consulting
Background
Images Derived from Managing Successful Programmes ®, PMO Conference 2016 presentation – What
use is my PMO for Portfolio Management and Enterprise Project Management Solutions - Install and
train, job done? - https://youtu.be/wZEiPwDhwrk
21. Chase Management Services
Portfolio, Programme and Project Management Consulting
Grow UK
operation
20%
Increase
profitability
Save the
planet
Be
responsible
to our staff
30% people
work form
home
50% less
parking space
25% less
power
consumption
25% less
absence
25% less staff
turnover
Executive Office
Human
Resources
Sales /
Marketing
Engineering IT Finance Products Transformation
Line Organisation
What are the
reasons to
NOT PARK
Ideas
Analysis
What is
needed to
NOT PARK
Analysis
How can we
transition to
NOT PARK
Analysis
Strategic Objective to
programme target to
challenges
ProposalsManage Challenges
Transformation Programme?
Reasons
Solutions
Transition
Prioritise
Proposals
Example
22. Chase Management Services
Portfolio, Programme and Project Management Consulting
Problem vs Opportunity?
+
Implications!
Benefit?
Cost?
Impact?
One Scheme
Easy comms
Low of effort
+Take up
Measurable
People
Example
24. Chase Management Services
Portfolio, Programme and Project Management Consulting
People:
• Ability to spot opportunity/problem and
develop exploitation/resolution
• Courage, imagination, freedom to
challenge, take risk, communicate,
collaborate, deliver quality output
• Freedom to respond, capacity to engage
Process:
• Process/lifecycle to follow, fit within the
business boundaries
• Spawn, develop good ideas, viability
• Prioritisation and selection
• Transition into proposal and delivery
Innovation Ecosystem
Organisation:
• Leadership – inspiration, encouragement,
enablement, reward, follow through
• Support/assurance, analysis, critique
• Facilitation support, organising, time
allocation, check-point, admin, clean-up
Technology:
• Enabling Technology/data/MI
• Fit within the business IT and operation
• Seamless Governance integration
Ecosystem
25. Chase Management Services
Portfolio, Programme and Project Management Consulting
Process – One at a time?
Challenge Reasons Solutions Transition Priority
Plan
Resources
Model
Scenarios
Select
Scenario
Deliver! Change Benefit Sustain
Develop
Idea
Estimate
Benefit
Estimate
Cost /
Resources
Review
SPAWN
IDEAS
EVALUATE
PROPOSALS
DELIVER
SOLUTIONS
Ecosystem
RST – or why, what, how
26. Chase Management Services
Portfolio, Programme and Project Management Consulting
The Portfolio / Programme (Many)?
Strategy
Development
Benefit
Delivery
Innovation
Workstream
Ecosystem
Derived from
http://pmoconference.co.uk/wp-content/uploads/2017/06/3-2.35pm-DavidDunning-PMO-Innovation-
2017.pdf
27. Chase Management Services
Portfolio, Programme and Project Management Consulting
We only have one pie…
Corporate Change
Local Change
BAU / Customer Work
Which part of the pie does
Innovation get?
Or do we anticipate its own
Piece – we just don’t know
what we’ll use it for
How does this fit lean
principles? Austerity?
Treat initiatives like other portfolio items!
Don’t forget to resource the initiatives you have ideas for and protect
their resource allocation from “novelty decay”
28. Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation Ecosystem
People:
• Ability to spot opportunity/problem and
develop exploitation/resolution
• Courage, imagination, freedom to
challenge, take risk, communicate,
collaborate, deliver quality output
• Freedom to respond, capacity to engage
Process:
• Process/lifecycle to follow, fit within the
business boundaries
• Prioritisation and selection
• Transition into proposal and delivery
Organisation (ECC):
• Leadership – inspiration, encouragement,
enablement, reward, follow through
• Support/assurance, analysis, critique
• Facilitation support, organising, time
allocation, check-point, admin, clean-up
Technology:
• Enabling Technology/data/MI
• Fit within the business IT and operation
• Seamless Governance integration
Ecosystem
29. Chase Management Services
Portfolio, Programme and Project Management Consulting
Executive Office
Marketing
Human
Resources
Sales Engineering IT Finance Products Transformation
Innovation Process
Executive
Office
Marketing
Human
Resources
Sales
Engineering
IT
Finance
Products
Transformation
Ideas!
1. Raise Challenge
2. Agree Challenge
3. Set Challenge
4. Solicit Ideas
5. Evaluate
6. Develop proposal
1
2
Challenge!
3
4
Where does this effort come from?
Who manages / supports?
PMO
Objective
Product
Programme
Project
Task
Delivery
Body
Customer
Body
Proposal
6
Evaluation
5
Innovation
Office?
Innovation
Office?
Chief
Innovation
Officer?
Ecosystem
30. Chase Management Services
Portfolio, Programme and Project Management Consulting
Role of a PMO / Innovation Office
Center of
Excellence
Delivery
Organisation
Governance
Process, Standards, Tools,
PM Knowledge Owner, Learning
Facilitator, Best practice owner
Enabling projects to work
Project Start up? Resourcing /
Planning help?
Reporting? Gates? Closure?
Local compliance management?
Process adherence?
Standards usage?
Plan quality?
Decision Support
Scrutiny / Oversight
Priority and Resource
Management
Business Perspective
Delivery Support
Process, Standards, Tools for
Innovation. Communicate,
publicise. Best practice owner
Promote Innovation as a
facility for strategic goals
Bring innovation to the table
Ensure balance
Challenge facilitation
Organisation support
IT set up
Analysis / conclusion support
Set the culture to “imagineer”
Peer pressure
Promote freedom
Encourage, excite
Ecosystem
Derived from
http://pmoconference.co.uk/wp-content/uploads/2017/06/3-2.35pm-DavidDunning-PMO-Innovation-
2017.pdf
31. Chase Management Services
Portfolio, Programme and Project Management Consulting
Effective
Innovation
Management
Innovation Activity
PMO
Portfolio
Office
Innovation
Centre
Agile
Leadership
Dead end
bureaucracy
Waste
And Delay
No idea
What happened
?
What’s the best way?
Ecosystem
33. Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation Ecosystem
People:
• Ability to spot opportunity/problem and
develop exploitation/resolution
• Courage, imagination, freedom to
challenge, take risk, communicate,
collaborate, deliver quality output
• Freedom to respond, capacity to engage
Process:
• Process/lifecycle to follow, fit within the
business boundaries
• Prioritisation and selection
• Transition into proposal and delivery
Organisation:
• Leadership – inspiration, encouragement,
enablement, reward, follow through
• Support/assurance, analysis, critique
• Facilitation support, organising, time
allocation, check-point, admin, clean-up
Technology:
• Enabling Technology/data/MI
• Fit within the business IT and operation
• Seamless Governance integration
Ecosystem
34. Chase Management Services
Portfolio, Programme and Project Management Consulting
Technology
Strategy
into delivery
Problem
into solution Projects, resource ‘Set
Aside’ for Innovation
Set
Objective
Reach
Objective
Innovate along the way
Frame
Issue
Resolve
Issue
EcosystemDerived from
http://pmoconference.co.uk/wp-content/uploads/2017/06/3-2.35pm-DavidDunning-PMO-Innovation-
2017.pdf
35. Chase Management Services
Portfolio, Programme and Project Management Consulting
Challenge > Idea > Business Case > Project
Ecosystem
Images kindly provided by Chris Pond, CPS
37. Chase Management Services
Portfolio, Programme and Project Management Consulting
Do you have a case to change?
• While…
• We may manage projects and
programmes well
• We can focus on key
transformations
• We have change management
ability
• We do professionally develop
people who are improving
• Sometimes…
• We don’t get to the root of the
issue, and are slow in our problem
resolution
• We don’t know what are good vs
bad ideas and we miss
opportunities
• We waste time only half baking
good ideas, we can’t stop waste
on bad ideas
• We do very similar projects
• We don’t “land” mid size initiatives
• We have people leave because
they are not listened to
Step 1?
38. Chase Management Services
Portfolio, Programme and Project Management Consulting
Making a Case for Change?
Emotional appeals:
• We all have ideas that are raised but go
nowhere – or go somewhere but get lost.
• Losing ideas is wasteful and de motivating
as is ignoring problems repeatedly raised
• There is no recognition or reward for good
ideas – additional efforts not noticed
• This can discourage people from offering
ideas at all
• Sometimes ideas are duplicated and you’ll
find separate teams on the same problem
• ‘Focus groups’ are great if not actually
‘Favourites groups’
Hard numbers:
• How much time is wasted on lost ideas?
What benefits / savings are foregone?
• How many leavers cite not listening to
ideas as a problem. Replacement cost?
• For people that are imagination fountains
– are we fully benefitting from them?
• What problems persist at what lost
benefit/unnecessary cost?
• Are there examples of this that can be
estimated?
• If more people feel involved in innovation,
that produces better accepted change
Step 1?
39. Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation Management
– Step 1?
Assumed:
• Clear outline business case
• You have a sponsor and a trial in mind
Prepare:
• Who is the lead?
• Agree the time to set aside, duration,
outline the process to follow
• Set up the IT, set date for review meeting
Doing it:
• Pilot Group
• Comms & Excite
• Throw into / challenge
• Present the challenge responses,
prioritise within in current portfolio.
• Review Innovation pilot, agree next steps
• Full business case?
Step 1?
40. Chase Management Services
Portfolio, Programme and Project Management Consulting
Innovation – Recap:
Definition:
• the process of creating “better”, in
between invention & improvement, top
down / bottom up solving & creating
• To create strategy, respond to situations,
think freely as individuals or teams
• Characterised by spontaneity, uncertainty,
risk, success & failure
• Structured in teams or organically with
time set aside for speculation
• Leadership & entrepreneurialism more
than management
Implication:
• Innovation not always focused creation
or incremental change in spare time, it’s in
response to challenge or own initiative
• Creative process for brainstorming then
systematic evaluation
• Its about giving people space/time to
create more than directing analysis/design
• Can be focused into resourced teams
and/or allowed for in business planning
• Setting direction, inspiring and
empowering more than telling / tracking
41. Chase Management Services
Portfolio, Programme and Project Management Consulting
What is “Innovation”
Ubiquitous Innovation?
Examples
Ecosystem
Step 1?
Covered…
42. Chase Management Services
Portfolio, Programme and Project Management Consulting
That’s all for now
07767 803540
David@ChaseManagementServices.co.uk
https://www.ch
asemanagemen
tservices.co.uk/
440211703