This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
This presentation identifies Do’s and Don’ts, pitfalls, and remedial actions observed or experienced from the appraisal trenches, and to prepare the prospective appraiser and the senior manager sponsoring an appraisal to what can go wrong, while providing the means of making the appraisal go right. Making an appraisal go right constitutes a critical step in reaping the ROI benefits resulting from process improvement.
This presentation has been compiled from over 200 appraisals conducted with various methods, including Software Process Assessments (SPAs), CMM-Based Appraisals for Internal Process Improvement (CBA IPIs), Standard Capability Maturity Model Integration (CMMI) Appraisal Method for Process Improvement (SCAMPI) A, SCAMPI B, SCAMPI C, and Software: Probabilistic Risk Identification, Mapping and Evaluation (S:PRIME) assessments. It attempts to identify as many Do’s and Don’ts, pitfalls, and remedial actions observed or experienced from the appraisal trenches, and to prepare the prospective appraiser and the senior manager sponsoring an appraisal to what can go wrong, while providing the means of making the appraisal go right. Making an appraisal go right constitutes a critical step in reaping the ROI benefits resulting from process improvement. It is also where expectations are created and where the centers of decision-making are first identified.
This presentation identifies Do’s and Don’ts, pitfalls, and remedial actions observed or experienced from the appraisal trenches, and to prepare the prospective appraiser and the senior manager sponsoring an appraisal to what can go wrong, while providing the means of making the appraisal go right. Making an appraisal go right constitutes a critical step in reaping the ROI benefits resulting from process improvement.
This presentation has been compiled from over 200 appraisals conducted with various methods, including Software Process Assessments (SPAs), CMM-Based Appraisals for Internal Process Improvement (CBA IPIs), Standard Capability Maturity Model Integration (CMMI) Appraisal Method for Process Improvement (SCAMPI) A, SCAMPI B, SCAMPI C, and Software: Probabilistic Risk Identification, Mapping and Evaluation (S:PRIME) assessments. It attempts to identify as many Do’s and Don’ts, pitfalls, and remedial actions observed or experienced from the appraisal trenches, and to prepare the prospective appraiser and the senior manager sponsoring an appraisal to what can go wrong, while providing the means of making the appraisal go right. Making an appraisal go right constitutes a critical step in reaping the ROI benefits resulting from process improvement. It is also where expectations are created and where the centers of decision-making are first identified.
Major Implementation Projects - Persist pivot or quit?John Phillips
This deck considers why Major Implementation Projects are seldom stopped, until its too late. What the impediments are to good decision making and how to overcome them.
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Specialisation can lead to barriers to teamwork. This talk will use ‘The Five Dysfunctions of a Team’ to see how to build a culture of openness and teamwork. We'll see how some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
Clinical Project Manager: Leading Causes of Problem-Solving InefficienciesAnand Butani
A Clinical Project Manager (CPM) job is a high-rank position in the research world that many CRAs and investigators are aiming to reach.
Being a Clinical Project Manager entails careful thinking, planning, and managing all features of a trial or study.
The CPM’s role is to act as a middleman between
the sponsor and the site.
This means that he or she will be responsible for managing and leading CRAs and other site medical specialists such as PIs, sub-investigators, nurses, coordinators, etc.
The South East branch was delighted to welcome 'The Risk Doctor', David Hillson, to their latest branch event; this being the 8th Alan Webb memorial lecture. Branch members gathered at Rowfant House in Crawley for the presentation on Wednesday 9th July 2014.
There are many influences when groups make decisions, especially when the decision is perceived to be both risky and important. These influences can be summarised in the “triple strand” of conscious, subconscious and affective factors.
This presentation reports on recent research which has revealed the main drivers of group behaviour in these situations. Understanding and managing these drivers allows groups to make good decisions – find out how. An expanded emotional literacy framework is proposed to enable groups to make good decisions by understanding and managing the underlying influences on group risk attitude.
Several well-known international companies such as Deliottes have abolished their performance appraisal system. Others such as the BBC in the UK have scrapped their ratings system. There is a distinct shift away from the performance appraisal of employees toward performance development. Is this a wise move?
At the end of the webinar, you will:
• Understand the difference between performance development and performance appraisal and why how they should be done.
• Apply several tools for developing a culture of conversation around the development of performance.
• Understand why several organisations are moving away from traditional performance reviews and what they are replacing them with.
When a leader decides to launch a major project that is sure to attract public scrutiny, such as opening a new amusement park or building a new international airport, the result is often far from what was promised in the original press release. The resulting debacle often draws a great deal of attention to the decision maker. Paul C. Nutt reveals why such debacles happen.
The original article was written by Paul C. Nutt for Business Strategy Review, 2001 and was republished in Volume 24, Issue 21 - 2013. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
Major Implementation Projects - Persist pivot or quit?John Phillips
This deck considers why Major Implementation Projects are seldom stopped, until its too late. What the impediments are to good decision making and how to overcome them.
Maximising teamwork in delivering software productsRyan Dawson
Maximising teamwork has a big impact on effectiveness but it isn’t easy. Agile alone doesn’t guarantee this. Getting everyone working towards a shared vision requires a level of teamwork beyond just methodology. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement.
Specialisation can lead to barriers to teamwork. This talk will use ‘The Five Dysfunctions of a Team’ to see how to build a culture of openness and teamwork. We'll see how some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
Clinical Project Manager: Leading Causes of Problem-Solving InefficienciesAnand Butani
A Clinical Project Manager (CPM) job is a high-rank position in the research world that many CRAs and investigators are aiming to reach.
Being a Clinical Project Manager entails careful thinking, planning, and managing all features of a trial or study.
The CPM’s role is to act as a middleman between
the sponsor and the site.
This means that he or she will be responsible for managing and leading CRAs and other site medical specialists such as PIs, sub-investigators, nurses, coordinators, etc.
The South East branch was delighted to welcome 'The Risk Doctor', David Hillson, to their latest branch event; this being the 8th Alan Webb memorial lecture. Branch members gathered at Rowfant House in Crawley for the presentation on Wednesday 9th July 2014.
There are many influences when groups make decisions, especially when the decision is perceived to be both risky and important. These influences can be summarised in the “triple strand” of conscious, subconscious and affective factors.
This presentation reports on recent research which has revealed the main drivers of group behaviour in these situations. Understanding and managing these drivers allows groups to make good decisions – find out how. An expanded emotional literacy framework is proposed to enable groups to make good decisions by understanding and managing the underlying influences on group risk attitude.
Several well-known international companies such as Deliottes have abolished their performance appraisal system. Others such as the BBC in the UK have scrapped their ratings system. There is a distinct shift away from the performance appraisal of employees toward performance development. Is this a wise move?
At the end of the webinar, you will:
• Understand the difference between performance development and performance appraisal and why how they should be done.
• Apply several tools for developing a culture of conversation around the development of performance.
• Understand why several organisations are moving away from traditional performance reviews and what they are replacing them with.
When a leader decides to launch a major project that is sure to attract public scrutiny, such as opening a new amusement park or building a new international airport, the result is often far from what was promised in the original press release. The resulting debacle often draws a great deal of attention to the decision maker. Paul C. Nutt reveals why such debacles happen.
The original article was written by Paul C. Nutt for Business Strategy Review, 2001 and was republished in Volume 24, Issue 21 - 2013. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
Project Management - What does Project Sponsorship mean?Martin J. Schyns
Considerations of Project Sponsorship. A high level perspective on making Project Sponsorship successful in the context of Project Management and Project Execution / Operation.
Building Effective R&D Teams - Presentation by Chad Roue, Vice President, R&D, Pulsar Vascular at the marcus evans Medical Device R&D Summit Spring 2014 held in Las Vegas, NV
Building and Managing a Successful TeamPaul Mueller
This workshop discusses many aspects of leadership and management, from building a strong team through team/career and project management. In the beginning we discuss various leadership topics, such as team dynamics and decision types.
How to cultivate and use a strategic system for mitigating project failures. How to manage your own reaction along with the loss of trust or damage to one’s reputation that can happen
Do you have Microsoft Project 2010/13, and are using an Agile or Hybrid Agile method and can’t figure out how to build an Agile Microsoft Project schedule? This dynamic webinar will help, by first contrasting plan-driven or waterfall and agile methods of scheduling. This will then be followed by demonstrating, using a unique Microsoft Project template, how to build and effectively communicate your Agile Microsoft Project Schedule.
Do you have Microsoft Project 2010/13, and are using an Agile or Hybrid Agile method and can’t figure out how to build an Agile Microsoft Project schedule? This dynamic webinar will help, by first contrasting plan-driven or waterfall and agile methods of scheduling. This will then be followed by demonstrating, using a unique Microsoft Project template, how to build and effectively communicate your Agile Microsoft Project Schedule.
Most project managers understand that effective communication is essential to project success. And most are familiar with and use Microsoft Project. However, many project managers are not aware of the rich functional benefits that can be realized from Microsoft’s integration of its products. This webinar will expose and demonstrate why and how the application of integrated Microsoft tools can dramatically improve your communication skills and increase project delivery success.
In March 2014, the Project Management Institute (PMI) introduced a new certification called the PMI Professional in Business Analysis (PMI-PBA). The business analyst field has had two certifications up until this point: the Certified Business Analysis Professional™ (CBAP®) and the Certification of Competency in Business Analysis™ (CCBA®), both administered by the International Institute of Business Analysis (IIBA).
This webinar details the differences between the CBAP, CCBA, and PMI-PBA certifications, explains why a PMI-PBA certification makes sense, and defines what you need to do to become certified.
About the Webinar
This presentation provides an update on the Project Management Institute’s Continuing Certification Requirements (CCR) and provides information on how to maintain professional certification.
Benefits
After attending this webinar, participants will:
• Understand the new CCR guidelines
• Recognize the differences in the previous guidelines to the new guidelines
• See what must be done to maintain PMI professional certification(s)
• Know what is required to maintain multiple PMI professional certifications -- when an individual holds more than one PMI professional certification
• Realize what is necessary to re-establish PMI professional certification in the event that it has lapsed due to not fulfilling annual certification maintenance requirements
• Comprehend how to earn PDUs and potentially apply them to more than one certification, i.e., a PMI certification and non-PMI certifications (other certification programs that require certification maintenance which can be accomplished by taking relevant courses each year)
Coaching. It’s the word on everyone’s lips right now. There also seem to be a lot of different definitions of what it actually is and what it can do for you. This webinar is about demystifying the world of coaching and demonstrating how you can leverage the power of coaching in your project and/or business environment, simply by using some of the core skills and techniques.
Two large corporations have been crippled by recent information security breaches. It may not be hard to quantify the losses in terms of lost revenue and profits but what will be hard to quantify are the losses to reputation. Cited as two of the most damaging cyber-attacks on corporate America, this presentation looks at what went wrong and what could have been done to prevent these situations.
Lean Six Sigma applications in healthcare require an understanding of how the tools and methodologies translate to the people-intensive processes of patient care. Once applied, the possibilities are endless. Using real-world examples of the most common types of errors in clinical services, participants will learn how the DMAIC structure within Lean Six Sigma will lead them to solutions that will prevent future errors.
This presentation explores the following:
• Define the concept of business etiquette
• Recognize the components of business etiquette
• Realize the importance of appearance, behavior and communication in first impressions
• Understand the value of professional attire
• Recognise the attributes of social networking
• Manage formal dining manners
Multiple project environments have become the norm; however, managing resources in such an environment remains a challenge to most organizations as well project managers. In this webinar, we examine this challenge and propose a few solutions.
The purpose of this webinar is to discuss project management of cloud computing. It demystifies terms and uncovers concepts associated with the cloud-based services. It discusses the evolution of the cloud by tracing its conceptualization back to earlier pioneers.
Writing skills that are taught in school are much different than the writing skills needed for effective business communications. Each business communication competes with multiple e-mails, memos and reports that come across our desks daily. This webinar will introduce a four-stage writing process that utilizes the techniques known as headlining, bottom lining and chunking to improve the effectiveness of your project, program and business communications.
This presentation will reveal what truly motivates people and the real reasons why conflict happens, both in the workplace and our personal life. Behavior is driven by motivation; motivation is something that is hard-wired into every human being. So the questions remain: What motivates people and how do I recognize this in my stakeholders? How do I leverage this so that I can achieve maximum productivity from our time spent developing requirements?
This presentation discusses emerging trends in PMO governance and addresses three domains: the Portfolio Management Office, Program Management Office and Project Management Office.
Are you thinking of implementing Microsoft® Project Server? Have you invested in Microsoft® Project Server, but are not getting the required results? This webinar will explain the critical success factors of implementation and optimization of Microsoft® Project Server 2010/13.
One of the most valued skill sets a project manager can develop is the ability to predict an outcome. Whether it is the outcome of a test, a process, a service, a product or all of the above – there are a few foundational concepts within Lean Six Sigma that will improve your ability to predict project outcomes.
This session will demonstrate how the concept of variation applies to problem solving, and why management by fact is not just a luxury – it's a necessity. It will also demonstrate that while it is good to expect workers to do things right the first time, it is smart to make it impossible for them to do things wrong the first time.
Metric management seems to be one of the hottest topics in project management today. Unfortunately, rushing into metrics management without understanding what can go wrong can lead to detrimental results.
CAPM® Edge is an on-demand, interactive, story-based learning tool. It contains 24 hours of learning content that is designed to help prepare the learner to sit for and pass PMI’s Certified Associate in Project Management exam. Credits: 24 PDUs / 2.4 CEUs / 28.8 CPEs
bit.ly/1gJAXMG
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3. Categories of Success and Failure
Complete
Success
Partial
Success
Partial
Failure
Complete
Failure
4. Strategies for Success from the Failures of the Past
Positive Leadership Opportunities from
Lessons Learned
5. Learning From Failure is Important
Project failure can be painful but the lessons learned are invaluable if they
are acted upon!
The goal is really not to “fail fast” nor to justify or minimize the effects of
failure.
The goal is to succeed, and sometimes failure is part of the process.
6. Postulates of Lessons Learned
Failures, for many reasons, are underreported
Every project failure carries with it at least one practical lesson
At the detailed level, each project failure is unique
It is difficult to draw general conclusions from one failure
Studying multiple failures leads to higher level generalizations that can
provide us with real learning opportunities
7. The Cost of Project Failure
NYC 911
Airbus A380
Boston Big Dig
Mars Orbiter and Lander
Columbia Shuttle
Denver Airport Baggage System
Lessons learned: Although we do not plan for failure, we must be sure
that our business can survive the failure of a project.
8. Projects and Leadership Failure
US GOV Defense Project: One Billion Dollars Spent – No results
The reasons:
Lack of a master schedule
Acquisition strategy changes
Infrastructure changes mid-project that caused delays
Bickering and conflicts between contractors
Lack of one accountable leader who would be given and exercise the authority
to enforce any organizational changes necessary for project implementation
and success.
9. What We Expect From Leaders
Vision – sets goals high, but not unreachable
Entrepreneur, takes risks
An eagle eye in issues of finances and people
Communicates relentlessly – keeping the team / employees informed,
Maintains the big picture view,
Stays connected with key stakeholders
Thinks strategically – 6 moves ahead
Use of experience (lessons learned)
10. Feedback
Feedback is essential for consistent and effective leadership
Having many decision-making experiences is not enough
Candid feedback on the impact of decisions at any leadership level should
be expected and encouraged
Stakeholder interests are addressed more effectively by receiving feedback
from multiple sources
11. Self Reflect
Review your past (successes and challenges)
True leaders contemplate on their experiences
They put a lot of thinking into what others say about them
Constantly looking for ways to improve
Organizations create a learning culture by challenging leaders to self
reflect about how to do better next time
12. What We All Should Learn
Understand your stakeholders
Ensure Constant communications
Share what you know
Define success and business value from the client’s and the performing
organization viewpoint
Some projects should be stopped before they become disasters
Be honest about failure, no cover-ups
Look for root causes and solutions, not blame
13. Positive Leadership
7 Capacities
Authenticity – credibility, confidence
Purpose – have a direction, are driven
Sponsorship – defining what is important
Resilience – Bouncing back after a disappointment
Community Building
Reason – wise decisions, seize opportunity, minimize threats
Gratitude – appreciating the contributions of others
14. International Project Management Day
Thinking Positive
Project managers make a difference
Keep learning and share what you learn
Troubled projects will occur – Be prepared
Carefully consider risks and your decisions
Utilize positive leadership
You are indispensible to business
Thank You!
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