Managing benefits from projects - the NHS wayMinney org Ltd
Within Project Management, Benefits Management can both make sure that the right things are done well, and can also drive the realisation of benefits through stakeholder engagement.
This workshop uses an NHS example to show how return on investment, even in hard cash terms, can be delivered within a non-profit environment
Benefit Realisation Management From Breakthrough Consultancy 1 January 2011Martin Moore
Organisations need a clear process to realise benefits in major change initiatives. This approach from Breakthrough Consultancy is both simple and rich through its compliance with accepted best practice.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Managing benefits from projects - the NHS wayMinney org Ltd
Within Project Management, Benefits Management can both make sure that the right things are done well, and can also drive the realisation of benefits through stakeholder engagement.
This workshop uses an NHS example to show how return on investment, even in hard cash terms, can be delivered within a non-profit environment
Benefit Realisation Management From Breakthrough Consultancy 1 January 2011Martin Moore
Organisations need a clear process to realise benefits in major change initiatives. This approach from Breakthrough Consultancy is both simple and rich through its compliance with accepted best practice.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Benefits management: it works, so why isn’t everybody doing it?
APM Benefits Management SIG Webinar
Tuesday 10th May 2016
presented by Richard Breese and John Thorp
5 Facts from Gerald Bradley's book Benefit Realisation Management (2ned Ed): A Practical Guide to Achieving Benefits Through Change.
A must for any project managers wanting to improve benefits management on their projects.
Originally delivered on 17 April 2012, this slide set is still relevant today. It describes how Benefits Management fits in with the Project Management lifecycle, where Projects should only be initiated once the benefits have been determined, and the decisions a project manager makes should optimise Benefits Realization Management (BRM) rather than simply try to reach the next milestone (see especially slide 7)
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
This presentation discussions the challenges associated with change impact analysis and includes a number of metrics from a recent Forrester study on the pace of change, negative impacts caused by IT changes and more that you can benchmark your organization against. The presentation concludes with some ideas on how you can improve change impact analysis in your organization. For more info visit: http://www.itinvolve.com/solutions/change-impact-analysis/
Improving the Effectiveness of Stakeholder ManagementScottMadden, Inc.
Cooperatives face unique governance challenges. Because of their special nature they must confront and reconcile the interests of many stakeholders and do so while serving their members and maintaining transparency. This calls for an effective stakeholder management plan.
This ScottMadden insight is the last in a series on “Five Strategic Priorities for Generation and Transmission Cooperatives.” The report summary can be found here: http://www.scottmadden.com/insight/516/five-strategic-priorities-for-generation-and-transmission-cooperatives.html.
To learn more, please visit www.scottmadden.com.
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
Prioritizing sustainability using benefits management
Tuesday 10 October 2023
Presented by:
Hugo Minney
Content Description:
Hugo will bring together his and your experience in his session, to explore ways that benefits management can be used to change the focus of projects – both for good, and how to guard against it being used for evil. IPA and the GMPP are emphasising the need for benefits management across all government-funded work, and for-profit and not-for-profit are beginning to understand what a powerful tool this discipline is, but it’s going to take our collective wisdom and experience to make sense of it. Expect to be challenged – and also appreciated!
This was presentation given by Dr Hugo Minney from the APM Benefits Management Specific Interest Group (SIG). The SIG was established in May 2009 for the benefit of members, the APM and the profession in general and their vision is to: "develop and promote benefits management as a core driver of successful project, programme portfolio and change management".
The APM Scotland branch welcomed Dr Minney to the Blythswood hotel in Glasgow to make this presentation.
A large audience attended Hugo’s presentation entitled “Managing benefits from projects – the NHS way”. Hugo has extensive experience within the English NHS and his presentation included lessons which are applicable to the Scottish NHS.
Hugo has a particular focus on social return on investment (SROI) – identifying, measuring and maximising the economic, environmental and social success. He also has expertise in proposal and bid writing, and in identifying the "hard to measure" things so important for investment decisions such as the value of staff sickness, employee inspiration, customer retention. Hugo is currently company secretary of a GP-led federation with 170,000 registered patients.
The presentation explored the question “what is benefits management?” and where it fits into project management. Hugo used examples from NHS England to illustrate why projects failed and looked at how benefits management can drive successful projects. He then contrasted this with some success stories and examined the tools and approaches that made them work.
Benefits management: it works, so why isn’t everybody doing it?
APM Benefits Management SIG Webinar
Tuesday 10th May 2016
presented by Richard Breese and John Thorp
5 Facts from Gerald Bradley's book Benefit Realisation Management (2ned Ed): A Practical Guide to Achieving Benefits Through Change.
A must for any project managers wanting to improve benefits management on their projects.
Originally delivered on 17 April 2012, this slide set is still relevant today. It describes how Benefits Management fits in with the Project Management lifecycle, where Projects should only be initiated once the benefits have been determined, and the decisions a project manager makes should optimise Benefits Realization Management (BRM) rather than simply try to reach the next milestone (see especially slide 7)
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
This presentation discussions the challenges associated with change impact analysis and includes a number of metrics from a recent Forrester study on the pace of change, negative impacts caused by IT changes and more that you can benchmark your organization against. The presentation concludes with some ideas on how you can improve change impact analysis in your organization. For more info visit: http://www.itinvolve.com/solutions/change-impact-analysis/
Improving the Effectiveness of Stakeholder ManagementScottMadden, Inc.
Cooperatives face unique governance challenges. Because of their special nature they must confront and reconcile the interests of many stakeholders and do so while serving their members and maintaining transparency. This calls for an effective stakeholder management plan.
This ScottMadden insight is the last in a series on “Five Strategic Priorities for Generation and Transmission Cooperatives.” The report summary can be found here: http://www.scottmadden.com/insight/516/five-strategic-priorities-for-generation-and-transmission-cooperatives.html.
To learn more, please visit www.scottmadden.com.
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
Prioritizing sustainability using benefits management
Tuesday 10 October 2023
Presented by:
Hugo Minney
Content Description:
Hugo will bring together his and your experience in his session, to explore ways that benefits management can be used to change the focus of projects – both for good, and how to guard against it being used for evil. IPA and the GMPP are emphasising the need for benefits management across all government-funded work, and for-profit and not-for-profit are beginning to understand what a powerful tool this discipline is, but it’s going to take our collective wisdom and experience to make sense of it. Expect to be challenged – and also appreciated!
This was presentation given by Dr Hugo Minney from the APM Benefits Management Specific Interest Group (SIG). The SIG was established in May 2009 for the benefit of members, the APM and the profession in general and their vision is to: "develop and promote benefits management as a core driver of successful project, programme portfolio and change management".
The APM Scotland branch welcomed Dr Minney to the Blythswood hotel in Glasgow to make this presentation.
A large audience attended Hugo’s presentation entitled “Managing benefits from projects – the NHS way”. Hugo has extensive experience within the English NHS and his presentation included lessons which are applicable to the Scottish NHS.
Hugo has a particular focus on social return on investment (SROI) – identifying, measuring and maximising the economic, environmental and social success. He also has expertise in proposal and bid writing, and in identifying the "hard to measure" things so important for investment decisions such as the value of staff sickness, employee inspiration, customer retention. Hugo is currently company secretary of a GP-led federation with 170,000 registered patients.
The presentation explored the question “what is benefits management?” and where it fits into project management. Hugo used examples from NHS England to illustrate why projects failed and looked at how benefits management can drive successful projects. He then contrasted this with some success stories and examined the tools and approaches that made them work.
Social Return on Investment (SROI) - a framework for Benefits ManagementMinney org Ltd
The Social Return on Investment (SROI) process and framework is a robust structure for forecasting or evaluating services and projects where the direct financial return isn’t immediately obvious.
Not-for-Profit organisations use it to demonstrate the value they create in terms of health, wellbeing, and the environment. For example, keeping people healthy requires investment up front; the resources that would have been spent on this population because they needed hospital care can be balanced out as a return on that investment.
Increasingly commercial and for-profit organisations use SROI to measure the longer-term impact of their change programmes.
This presentation gives an overview of SROI, and then illustrates with a number of case studies in health and social care.
Impact Management Principles. EVPA, European Venture Philanthropy AssociationDominique Gross
EVPA’s guidance for impact management and Social Value International’s
(SVI) Principles are in many ways interlinked. This document shows EVPA and SVI’s position on impact measurement and management.
The European Venture Philanthropy Association (EVPA) supports a fivestep
process to help organisations measure and manage their social
impact. These steps aim to help venture philanthropy organisations and
social investors (VPO/SIs) and social purpose organisations (SPOs) to implement a system to collect information in order to improve the products and services offered to the final beneficiaries.
Many projects don’t deliver, ether because they don’t know what to deliver, or because people don’t engage. This presentation helps you succeed by applying benefits management and change management.
How using social impact measurement and reporting can help your charity with Public Benefit Reporting.
Gauge provided a breakfast workshop with Harbinson Mulholland and Edwards & Co entitled "A Whole New World - Understanding the new reality for charity reporting"
Watch the Webinar here! https://compliatric.com/real-time-strategic-planning-for-your-health-center/
Our presenters will demonstrate how they use David La Piana’s “Real-Time Strategic Planning in a Rapid Response World” to help health centers and other nonprofits be nimble in their approach to strategic planning.
By identifying, understanding, and acting on challenges and opportunities as they arise, an organization can become dynamic and quickly take advantage of market changes. Through the development of a Strategy Screen, the board can remain focused on organizational strategy, leaving programmatic and operational strategy to the CEO and staff. The result in an ongoing strategic planning process that does not “sit on a shelf”.
Impact practice in the third sector for public health practitionersCatherine A. Greaves
Sharing Impact Practice (outcomes measurement) from third sector (community & voluntary sector) wellbeing projects for public health mental health & alcohol interventions
Applying impact evaluation tools for integrating agricultural sectors in Nati...UNDP Climate
- Uganda and Zambia are carrying out activities to better assess adaptation options through cost-benefit analysis and impact evaluation exercises, as part of the Integrating Agriculture in National Adaptation Plans (NAP-Ag) Programme led by FAO and UNDP.
Both Uganda and Zambia are also paving way for gender mainstreaming into National Adaptation Plans, with recent cross-sectoral workshops held in May and June to discuss these topics and pave the way for integrated strategies.
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
Similar to Managing benefits from projects - the NHS way - 23rd Sept 2015 (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
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Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
2. Contents
1 Hour practical session to
cover:
Pick the right stakeholders
Know what makes a
difference
Measure and report to drive
change
Exercise in Stakeholder
mapping
Exercise in Benefits mapping
15 mins introduction and
explanation
20 mins stakeholder mapping
20mins benefits mapping
5 mins sum up
3. Who am I to talk?
1990 – PhD and Computer Salesman
2000 – Cap Gemini
2004 – NHS Modernisation Agency
Developing national policy including Emergency Care Practitioner
(ECP); Regionally, locally, arms length bodies in NHS
For profit and not-for profit NHS and social care facing roles
CURRENTLY: Company Secretary of GP-led federation with 170,000
registered patients
AND: The Social Return Company lead consultant
AND Registered Project Professional, Fellow of APM
4. Basics of Benefits Management
A benefit is a result that a stakeholder perceives to be of
value.
Benefits Management is the identification, definition,
planning, tracking and realisation of business benefits
Social Return on Investment (SROI) is a framework
for measuring and accounting for a broad concept of
value; it seeks to reduce inequality and environmental
degradation and improve wellbeing by incorporating
social, environmental and economic costs and benefits.
5. Benefits can be more than profit
Not-for-profit - how to measure return on
investment?
• Savings on other possible costs to the public purse
• A value assigned to Quality of Life, or Happiness
• Future impact on the economy
For Profit and Commercial
• Customer satisfaction – an indicator of future business
• Staff satisfaction – R&R and productivity
• IP portfolio
6. Making Change Happen
Change doesn’t happen on its own –
duh! (while not all changes do lead to
improvement, all improvement requires
change)
7. Change happens because people
make it happen
A clear vision
A way to measure progress
A clear connection between what is done and what is achieved
Something that motivates people (The basic benefits questions
of any Change):
• Who is it all actually for?
• What do they really want out of it?
• What makes this choice better than Plan B?
8. Four stages when you apply Benefits
Management:
• WHY – business case, sponsor, stakeholders
• WHAT & HOW
Project planning, measurement schema
Project delivery, decisions to maximise benefits
• HANDOVER – handover capability, plus motivation
• ONGOING
Measuring and reporting
Tweaking and adjusting for even better outcomes
9. Define Benefits
Case for Investment
Quantify and
milestones
Decisions to
maximise
benefits
What benefits
deferred and how
to monitor them
Benefits
Framework
Idea
Initiation
Define
Deliverables
Milestones
Resources
Project monitoring
Project delivery
Governance
Closedown
Project
Management
Handover
Benefits Management and
PRINCE2
Business
as Usual
Reporting
& tweaks
WHY WHAT &
HOW
HAND-
OVER
ONGOING
10. Considering Social Return on Investment
(and any other investment which plans to achieve more than PROFIT)
1. Establish Scope and identify key stakeholders (Stakeholder Mapping and
real Engagement)
2. Map outcomes (impact map/ theory of change) including 2nd and 3rd level
impacts
3. Evidence outcomes and give them a value (Value is only what is described
by stakeholder. What numbers are defendable?)
4. Establish impact (what would have happened anyway? What is attributed to
what?)
5. Calculating SROI – and if you want to do it properly, sensitivity analysis
6. Reporting, using and embedding
11. TheSocialReturnon
InvestmentFramework
Scope of
report
•Define what service, what periods
•Define stakeholder groups and engagement
Map
outcomes
•Outcomes/benefits from stakeholder interviews
•Cross-reference between stakeholders - which benefits contribute to
more than one group
Evidence
and value
•Triangulate responses and add desk-based research
•Sanity-check calculations with original respondents
Establish
impact
•Attribution to this or other initiatives
•Deadweight - what would have happened anyway
•Drop-off - how long do the costs last, how long do the benefits last?
Calculate
SROI
•Ensure you've captured all the costs, and attributed them correctly to the
correct stakeholders. Are some 'in kind' costs?
•Capture all benefits. Avoid double-counting
•Minimum and maximum for sensitivity analysis
Reporting,
using,
embedding
•Stakeholder review and comments
•What is found to be most valuable by the recipient - can you do more of
this?
•What could be improved?
15. WIIFM
Take one of the stakeholders from the
centre and list the non-financial benefits
they want to see
A benefit is a result that a
stakeholder perceives to be of
value.
16. Measuring the SRoI
Care Commissioners want to see empowered
patients (on the assumption that empowered
patients take more care of themselves and so make
less demand on resources)
Empowerment:
• Understand their condition and what they can do about
it (scale?)
• Take action to self-manage (scale?)
• Impact on other resource use
18. Benefits Mapping – on computer
Enablers/
given
Actions/
Projects
End State
(Needs to look like)
Strategic
Objectives
Use of
Resources
Decision
process
Decision
quality
Performance
Management
Budget
Systems
Processes
People
Guidance
Whole system
results
National KPIs
Local
presentation
Public
Service User
Staff
Cross system
impacts
Resources
MEANS WAYS ENDS
20. Benefits Mapping – on computer
Enablers/
given
Actions/
Projects
End State
(Needs to look like)
Strategic
Objectives
Single ID
Patient
Information
Training
Staff/
Resource
information
Budget
Systems
Processes
People
National
Guidance
Healthier
people
More Effective
Use of
Resources
Better Patient
Experience
Accessing Current
Information
Patient at the
Centre
Less duplicated
activity
Staff Empowered
No carousel of faces
MEANS WAYS Benefits by
Stakeholder
Group
Balanced
Scorecard
21. Staff Motivation
“I can tell my grandchildren ‘I did a good job
this week’ “
Lower Sickness/ Absence
Easier Recruitment/ Retention
Getting much more done
Engaged with corporate objectives – even to
MAKE MONEY
22. The calculations for Empowered
patients
How many people are more empowered?
How much are they more empowered (may need to
segment into types of empowerment)?
What difference does it make:
• Quality of Life (and what’s our value assigned? Who for?)
• Happiness (value assigned)
• Use of resources (over next 12 months, next 36 months,
next 5 years?) – predicted based on experience/ research
23. What would have happened anyway?
What’s the normal progression of disease/
decrepitude? (without empowerment)
• When do they need residential care?
• When do they need hospital care?
• What’s changed in society’s attitudes?
How much would this normally cost?
24. The price of happiness
Votes
Sickness (loneliness and heart disease.
Demotivation and obesity)
What I would want for myself – an how much
of someone else’s money will I assign to it?
How much would I spend for myself?
25. What gets you up in the morning?
Nobody comes in to work to do a bad job (well,
almost nobody)
We all want to make a
difference – make the
world a better place
Very few people work
just for the money*
• Osterloh & Frey 2007 Does pay for performance really motivate employees?
• PwC NextGen 2013: Millennial workers want …
“I can tell my grandchildren ‘I did a good job this week’ “
26. Driving improvement
We (the people who talk to the client/ do the work) see
the need/problem first!
We know what to do about it (have the most
experience)
We can inspire*
We won’t resist our own
design for change
(a new problem –
managing configuration)
Malcolm Gladwell – Tipping Point
27. When the best leader’s work is
done, the people will say:
“We did it ourselves”
Lao Tzu
28. Hugo Minney
PhD, Acc Prac SROI, F APM, PRINCE2,
RPP
07786 961837
Hugo.Minney@TheSocialReturnCo.org