Personally designed (content + graphics design), officially accredited Managing Benefits Foundation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited MoV® Foundation courseware.
MoV® (Management of Value) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
An APM event hosted by the London Branch on 17 May 2022.
Speaker: Emma-Ruth Arnaz-Pemberton
The role of PMO has changed so quickly that it’s difficult to keep up. Emma-Ruth took the delegates through the PMO journey so far, and explored what the future looks like; even in organisations where the future is now.
Resilience in a Post Covid World. Without resilience we fail to grow. Following the year we have had, this is the time to start to build skills such as resilience to support the ‘new normal’ whatever that looks like.
During this engaging and interactive presentation, Emma-Ruth explored the state of resilience in 2022. She helped you to discover why resilience appears so hard to find, and identified key focus areas for becoming resilient, as well as uncovering some practical tips that can help you to do so both as an individual and as a team; whether you are a Project Management Leader or Practitioner.
https://www.apm.org.uk/news/the-innovative-pmo/
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.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited MoP® Foundation courseware.
MoP® (Management of Portfolios) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Personally designed (content + graphics design), officially accredited MoV® Foundation courseware.
MoV® (Management of Value) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
An APM event hosted by the London Branch on 17 May 2022.
Speaker: Emma-Ruth Arnaz-Pemberton
The role of PMO has changed so quickly that it’s difficult to keep up. Emma-Ruth took the delegates through the PMO journey so far, and explored what the future looks like; even in organisations where the future is now.
Resilience in a Post Covid World. Without resilience we fail to grow. Following the year we have had, this is the time to start to build skills such as resilience to support the ‘new normal’ whatever that looks like.
During this engaging and interactive presentation, Emma-Ruth explored the state of resilience in 2022. She helped you to discover why resilience appears so hard to find, and identified key focus areas for becoming resilient, as well as uncovering some practical tips that can help you to do so both as an individual and as a team; whether you are a Project Management Leader or Practitioner.
https://www.apm.org.uk/news/the-innovative-pmo/
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.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited MoP® Foundation courseware.
MoP® (Management of Portfolios) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
Personally designed (content + graphics design), officially accredited MSP® Foundation courseware.
MSP® (Managing Successful Programmes) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
With the generous support of Workfront, we have undertaken to learn more about the challenges of transitioning to Agile by posing the following question to 20 top project management and Agile experts:
What are some tips and secrets you can provide to project
leaders and teams making the transition to Agile or transitioning to a mix of Agile and Waterfall? Please share a personal story.
This excellent collection of essays reveals traps some managers fall into that derail their attempts at transitioning from Waterfall to Agile. The experts also highlight keys
to success, an important one being the need for good communication within and across teams. One big take-away from these project management professionals is that
becoming more Agile is a huge cultural transition that requires commitment at all levels
within the business.
I believe that the insights that these experts provide will be of great interest and value to anyone trying to improve their project management processes.
All the best,
David Rogelberg
Skeleton for EPMO roll out for large enterprises Ghayas Mansoor
Template provides basic framework addressing EPMO roll out in very large scale organizations that consist of multiple segments / business units with diversity in process definition and practices (v1.1)
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
How To Use a Structured Project Intake Process to Improve your Project PortfolioDon Clarke, PMP, CSM, CSP
From Project Management for Today - Implementing an effective Project Intake Process is a key success factor for expanding the value of your Project Management Office. Your Intake Processes function as the Gate Keeper for your PMO and are the foundation for effectively managing your PMO Project Portfolio. Facilitating the process that allows your organization to define, approve, and implement within the limited resources available is a big step toward expanding the value of your PMO beyond just successful project delivery. This session will provide real life examples of a functioning Intake Process in today’s rapidly changing business environment, as well as provide high-level take-aways that you can use to improve your organizations Project Intake Process
Personally designed (content + graphics design), officially accredited AgileBA® (Agile Business Analysis) Foundation courseware.
AgilePB® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
Personally designed (content + graphics design), officially accredited MSP® Foundation courseware.
MSP® (Managing Successful Programmes) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
With the generous support of Workfront, we have undertaken to learn more about the challenges of transitioning to Agile by posing the following question to 20 top project management and Agile experts:
What are some tips and secrets you can provide to project
leaders and teams making the transition to Agile or transitioning to a mix of Agile and Waterfall? Please share a personal story.
This excellent collection of essays reveals traps some managers fall into that derail their attempts at transitioning from Waterfall to Agile. The experts also highlight keys
to success, an important one being the need for good communication within and across teams. One big take-away from these project management professionals is that
becoming more Agile is a huge cultural transition that requires commitment at all levels
within the business.
I believe that the insights that these experts provide will be of great interest and value to anyone trying to improve their project management processes.
All the best,
David Rogelberg
Skeleton for EPMO roll out for large enterprises Ghayas Mansoor
Template provides basic framework addressing EPMO roll out in very large scale organizations that consist of multiple segments / business units with diversity in process definition and practices (v1.1)
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
How To Use a Structured Project Intake Process to Improve your Project PortfolioDon Clarke, PMP, CSM, CSP
From Project Management for Today - Implementing an effective Project Intake Process is a key success factor for expanding the value of your Project Management Office. Your Intake Processes function as the Gate Keeper for your PMO and are the foundation for effectively managing your PMO Project Portfolio. Facilitating the process that allows your organization to define, approve, and implement within the limited resources available is a big step toward expanding the value of your PMO beyond just successful project delivery. This session will provide real life examples of a functioning Intake Process in today’s rapidly changing business environment, as well as provide high-level take-aways that you can use to improve your organizations Project Intake Process
Personally designed (content + graphics design), officially accredited AgileBA® (Agile Business Analysis) Foundation courseware.
AgilePB® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited SDI (Service Desk Institute) SDA (Service Desk Analyst) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited SDI (Service Desk Institute) SDM (Service Desk Manager) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited APMP: The APM Project Management Qualification courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited COBIT®5 Foundation courseware.
COBIT® is a trademark of ISACA® registered in the United States and other countries.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited IQBBA® CFLBA (Certified Foundation Level Business Analyst) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed, Professional Scrum Product Owner (PSPO-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed, Professional Scrum Master (PSM-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited COBIT®5 Assessor courseware.
COBIT® is a trademark of ISACA® registered in the United States and other countries.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited COBIT®5 Implementation courseware.
COBIT® is a trademark of ISACA® registered in the United States and other countries.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited DSDM® AgilePF® (Agile Project Framework) Foundation courseware.
DSDM®, AgilePF® are a Registered Trade Marks of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited PRINCE2® Foundation courseware.
PRINCE2® (Projects IN Controlled Environments) is part of the AXELOS Global Best Practice Guidance.
Personally designed (content + graphics design), officially accredited OBASHI® Foundation courseware.
OBASHI® is a Registered Trade Mark in the United Kingdom and other countries.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed, officially accredited Lean IT Foundation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited REQB® - Foundation Level Requirements Manager courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited REQB® - Advanced Level Requirements Manager courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited ITIL® Foundation courseware.
ITIL® is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited SDI (Service Desk Institute) SDF (Service Desk Foundation) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
This is the third webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we outline the framework for the project/program phases of plan, manage, and close, and we explain how to integrate information paths and strategic objectives within the Demand Management feature in Project Server 2010. Topics we cover include: defining project structure of phases, identifying milestones and dependencies, development of resource management policies, monitoring actual values in comparison with planned values and forecasts, integrated change control processes, status reporting, issue/risk management progress, obtaining appropriate sign-offs, and completion and archiving of project documents forming organization assets.
PMP is one of the most industry-recognized project management certifications for project managers in the globe. PMP certified professionals demonstrate their knowledge in leading projects across industry verticals. This PMP certification has consistently ranked among “Top 10 IT Certifications in the World” and has found widespread acceptance among employers across the globe.
This PMP courseware is created by international subject matter experts and offers comprehensive understanding of global language of project management and help one to standout from the crowd to become a global professional with immense opportunities.
To know more about PMP Exam Prep Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Pr...PDUs2Go.com
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Project Management Approach!
For PDU credit, visit PDUs2Go.com to get this self-paced downloadable course. Compatible with mobile learning devices.
Personally designed, officially accredited Facilitation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
eXampleCG's Balanced Scorecard Consulting, Training and Advisory services for companies and professionals. Fore more information, visit www.eXampleCG.com
Personally designed (content + graphics design), officially accredited Change Management Foundation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited BBC (Better Business Cases) Foundation courseware.
The Better Business Cases is a trade mark of Her Majesty's Treasury. DSDM, Atern, AgilePM, AgilePgM, AgilePF are Registered Trade Marks of Dynamic Systems Development Method Limited.
Personally designed (content + graphics design), officially accredited PRINCE2 Agile® Practitioner courseware.
PRINCE2® (Projects IN Controlled Environments) Agile is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited Earned Value Management Foundation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited AgilePgM® (Agile Programme Management) Foundation courseware.
AgilePgM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited BiSL® (Business Information Services Library) Foundation courseware.
BiSL® is a Registered Trade Mark of ASL BiSL Foundation.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited ASL®2 (Application Services Library) Foundation courseware.
ASL® is a Registered Trade Mark of ASL BiSL Foundation.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited DSDM® Atern® Foundation courseware.
DSDM® and Atern® are a Registered Trade Marks of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited AgilePM® V2 (Agile Project Management V2) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
More from Mirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker (9)
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/10 | 2/210
3. The underpinning philosophy and principles of
Managing Benefits
The terminology and thinking
behind Managing Benefits
The Managing Benefits process and techniques
The Managing Benefits documents, roles and
responsibilities
The Managing Benefits alignment with
other best practice methodologies and standards
Main goal
Attempt Foundation exam with confidence
Begin to apply the best practice, tailoring it to
your own organisational needs
Secondary goal
Benefits and value of Managing Benefits
M00 - Course introduction 3/10 | 3/210
4. Please share with the class:
Your name and surname
Your organization
Your profession
Ttitle, function, job responsibilities
Your familiarity with the
portfolio management
Your experience with PMO/
Support offices/Project Management
Your personal session expectations
M00 - Course introduction 4/10 | 4/210
5. Foundation Exam
Paper based and closed book exam
Only pencil and eraser are allowed
50 questions, pass mark is 25 (50%)
Simple multiple (ABCD) choice exam
Only one answer is correct
40 minutes exam
No negative points, no “Tricky Questions”
No pre-requisite for Foundation exam
Sample, one mock exam is provided
to you.
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 5/10 | 5/210
6. Practitioner Exam
Paper based and open book exam
Reference to Managing Benefits handbook
Handbook is provided for students
2.5 hour exam
8 x 10 mark questions = 80 question
items/lines
Dictionary/translation lists allowed for non-
native speakers
Non-scientific calculator for basic
calculations
Pass mark – 50% / 40 marks
Foundation certification is required
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 6/10 | 6/210
7. Managing Benefits syllabus section code and title
OV Overview
PR Principles
IQ Identify and Quantify
VA Value and Appraise
PL Plan
RZ Realize
RW Review
PF Portfolio-based application
IS Implement and Sustain
Syllabus Handbook Page
Module slide number / total module slides
Slide number /
total slides
Module number
and name
Managing Benefits
handbook page
Managing Benefits
syllabus section code
M00 - Course introduction 7/10 | 7/210
10. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved
Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
M00 - Course introduction 10/10 | 10/210
11.
12. 1. Overview of Managing Benefits
2. The Benefits Management Model
3. The 7 Benefits Management Principles
4. Identify and Quantify
5. Value and Appraise
6. Plan
7. Realize
8. Review
9. Portfolio-based application
10. Implementation, Sustain, Measure
M01 - Overview of Managing Benefits 2/12 | 12/210
13. Benefit - the measurable improvement resulting from an
outcome perceived as an advantage by one or more
stakeholders, which contributes towards one or more
organizational objective(s)
Benefits contribute towards organizational/strategic objectives
(benefits are identifiable and quantifiable in terms that link to the
drivers of the organizational/strategic objectives)
Benefits are derived from change initiatives (formally constituted
projects and programmes)
Benefits management - the identification, definition,
tracking, realization and optimization of benefits
Optimization not maximization of benefits realization
M01 - Overview of Managing Benefits 3/12 | 13/210
14. Project Programme Portfolio
A temporary organization,
usually existing for a much
shorter time than a
programme, which will
deliver one or more outputs
in accordance with a specific
business case.
A particular project may or
may not be part of a
programme.
Whereas programmes deal
with outcomes, projects
deal with outputs.
A programme is a temporary,
flexible organization created
to coordinate, direct and
oversee the implementation
of a set of related projects
and activities in order to
deliver outcomes and
benefits related to the
organization’s strategic
objectives.
An organization’s change
portfolio is the totality of its
investment (or segment
thereof) in the changes
required to achieve its
strategic objectives.
M01 - Overview of Managing Benefits 4/12 | 14/210
15. Project Management Programme Management Portfolio Management
The planning, delegating,
monitoring and control of all
aspects of the project, and the
motivation of those involved, to
achieve the project objectives
within the expected
performance targets for time,
cost, quality, scope, benefits
and risks.
The action of carrying out the
coordinated organization,
direction and implementation
of a dossier of projects and
transformation activities to
achieve outcomes and realize
benefits of strategic importance
to the business.
A coordinated collection of
strategic processes and
decisions that together enable
the most effective balance of
organizational change and
business as usual (BAU).
M01 - Overview of Managing Benefits 5/12 | 15/210
16. Definition Example
Output
The deliverable, or output developed by a
project from a planned activity.
A new just-in-time stock control system
Staff training programme
Revised process
Capability
The completed set of project outputs
required to deliver an outcome; exists
prior to transition.
The combination of the above outputs
ready to ’go live’.
Outcome
A new operational state achieved after
transition of the capability into live
operations.
The right materials are available, at the
right time, and in the right place.
Benefit
The measurable improvement resulting
from an outcome perceived as an
advantage by one or more of
stakeholders, which contributes towards
one or more organizational objectives(s).
Fewer stock-outs and consequent
interruptions to production.
Reduced obsolescent stock and hence
lower write-offs.
Reduced stock holdings and so less
working capital tied up.
M01 - Overview of Managing Benefits 6/12 | 16/210
18. ‘Emergent’ benefits
i.e. benefits that are unanticipated,
but which emerge as the initiative is
developed and, most often, as it is
deployed or implemented
Unplanned benefits
Intermediate benefits
End benefits
Tangible benefits
Intangible benefits
Measurable benefits
Observable benefits
Dis-benefits
The measurable decline resulting
from an outcome perceived as
negative by one or more
stakeholders, which detracts from
one or more organizational
objective(s)
M01 - Overview of Managing Benefits 8/12 | 18/210
19. Forecast benefits are complete (all sources of potential value are
identified), realizable and represent value for money
Forecast benefits are realized in practice, including by ensuring the
required enabling, business and behavioural change take place
Benefits are realized as early as possible and are sustained for as
long as possible
Emergent or unplanned benefits are captured and leveraged
(and any dis-benefits are minimized)
We optimize the benefits realized and value for money achieved
Dis-benefits are minimized
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20. Guidance on how to apply benefits
management at a portfolio,
programme and project level
1 Benefits Management Model
7 principles upon which successful
approaches to benefits management
5 practices in the Benefits
Management Cycle
9 Knowledge Themes
Advice on how to get started in
implementing effective benefits
management practices and sustain
progress
M01 - Overview of Managing Benefits 10/12 | 20/210
22. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are also
highly appreciated!
(your feedback = more free stuff)
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