This document discusses how to conduct effective meetings. It begins by defining what a meeting is and explaining that most meetings are unproductive, with people daydreaming or being distracted. It then outlines the costs of unproductive meetings, in both direct financial costs and lost productivity. The document proposes a framework for effective meetings that includes planning the meeting, conducting it, and following up afterwards. Key aspects of planning include defining the purpose and participants, and creating an agenda. Conducting effectively involves outlining goals, managing discussion, and reaching closure. Follow up requires distributing minutes, ensuring commitments are met, and planning future steps. The document also provides etiquette tips for participating in meetings productively.
An agile coach helps teams improve performance through deliberate practices. A coaching conversation involves exploring the client's agenda, examining biases, and exploring topics through powerful questions. It aims to narrow down actions and have the client commit to specific actions, including what they will do, by when, and how progress will be determined. Effective coaching focuses on listening at different levels and considering different perspectives to gain insights.
Evolved managing complex change model, evolved from Grant Lichtman 2014 that was expanded from M Lippett 1987 and T. Knoster 1991. Based on experiences working as change leader.
The document provides an overview of value-driven delivery techniques for agile projects. It discusses assessing value through financial metrics like ROI and EVM. Key topics covered include prioritizing work based on customer value and schemes like MoSCoW and Kano analysis. The document also outlines delivering incrementally with techniques like minimal viable products, task boards, and WIP limits. Verifying value through practices like testing, integration and validation is also summarized.
Literature Review of Tim Brown's article on Design Thinking.
Presentation as part of Sydney University Master of Project Management program (Subject: PMGT5875 Project Innovation Management).
This document discusses how to conduct effective meetings. It begins by defining what a meeting is and explaining that most meetings are unproductive, with people daydreaming or being distracted. It then outlines the costs of unproductive meetings, in both direct financial costs and lost productivity. The document proposes a framework for effective meetings that includes planning the meeting, conducting it, and following up afterwards. Key aspects of planning include defining the purpose and participants, and creating an agenda. Conducting effectively involves outlining goals, managing discussion, and reaching closure. Follow up requires distributing minutes, ensuring commitments are met, and planning future steps. The document also provides etiquette tips for participating in meetings productively.
An agile coach helps teams improve performance through deliberate practices. A coaching conversation involves exploring the client's agenda, examining biases, and exploring topics through powerful questions. It aims to narrow down actions and have the client commit to specific actions, including what they will do, by when, and how progress will be determined. Effective coaching focuses on listening at different levels and considering different perspectives to gain insights.
Evolved managing complex change model, evolved from Grant Lichtman 2014 that was expanded from M Lippett 1987 and T. Knoster 1991. Based on experiences working as change leader.
The document provides an overview of value-driven delivery techniques for agile projects. It discusses assessing value through financial metrics like ROI and EVM. Key topics covered include prioritizing work based on customer value and schemes like MoSCoW and Kano analysis. The document also outlines delivering incrementally with techniques like minimal viable products, task boards, and WIP limits. Verifying value through practices like testing, integration and validation is also summarized.
Literature Review of Tim Brown's article on Design Thinking.
Presentation as part of Sydney University Master of Project Management program (Subject: PMGT5875 Project Innovation Management).
Veranderende visie op toetsing - Tamara van Schilt-Mol (HAN) - OWD21SURF Events
Steeds meer opleidingen willen - mede als gevolg van ervaringen met toetsing in de corona-periode - meer eigentijds beoordelen en beslissen. Maar, wat vraagt dat van docenten en studenten? Voor welke ontwerpkeuzes kom je te staan? En hoe zet je je visie op onderwijs centraal bij deze ontwerpkeuzes?
The feature you're trying to develop, the new ground you're trying to break or the technology you're wrangling with... these things are challenging enough.
To think that additional time and effort needs to be spent managing the very people you're serving feels like a huge waste of resource.
If feels like a burden.
In this talk, delivered at Manchester's first CRAP event (Conversion Rate, Analytics and Product) on 4th December 2018, Chris discussed how collaborative workshops, gamestorming and design thinking methods can achieve buy-in to reduce the burden of stakeholder management.
The Product Owner manages stakeholders' requirements, communicates the product vision to the Scrum team, and sets goals for each sprint. They own and maintain the Product Backlog, understand user stories, and prioritize work. The Product Owner attends daily standups to listen and provide guidance when needed. They also facilitate continuous improvement, coach stakeholders, and shield the team from distractions to help deliver releases on scope.
Effective meeting skills presentation by Dr. Salma KannaniDr Ghaiath Hussein
A presentation by Dr. Salma Kannani on effective meeting skills for the staff of the Department of health Policy, Planning and Research at the Federal Ministry of health in Sudan
Learn how to run meetings that produce results every time.
1. Use Foundation Tools to Set the Stage for Success.
2. Proactively Manage the Three Meeting Phases.
3. Keep Participants Engaged and Accountable.
The document describes a Product Design Sprint, which is a 5-phase exercise that uses design thinking to reduce risks in bringing products to market. The 5 phases are: Day 1) understand the design problem through research; Day 2) diverge and develop solutions; Day 3) decide on the best ideas; Day 4) prototype a quick solution; Day 5) validate the prototype with users outside the company. The goal of the Sprint is to quickly build something when a lot is unknown in order to find product/market fit and reduce risks before fully developing or releasing a product.
The document outlines 6 key design thinking principles: seeing the hidden by taking a step back to reframe challenges from different angles; embracing collaborative and multi-disciplinary work to gain different perspectives; gaining a deeper understanding of users through research to uncover real needs; encouraging wild ideas without restraint in ideation; testing concepts quickly with low-cost prototypes; and taking a holistic view to create value for all in integration.
MURAL Webinar: How Design Sprints Can Be Reformatted For Any Workshop/MeetingMURAL
In this webinar, Brittni Bowering (Head of Media, AJ&Smart) will explore how you can take the design sprint process and easily reformat it in a way that helps you run the best meetings and workshops of your career, AND get buy-in from your team to adopt this way of working - by taking the core design sprint exercises and principles to get things done faster, better & happier!
Developing Scientific Thinking in Your TeamMike Rother
1) Toyota Kata is used to teach scientific thinking throughout an organization to help navigate challenges. It involves deliberate practice with coaching.
2) Managers guide their teams' development by coaching daily in real goal practice. Managers must first learn the skills themselves to then coach others.
3) Implementing organizational culture change through Toyota Kata is a significant undertaking that involves many parts of the organization over time through practice.
A facilitator helps a group achieve results through interactive processes by focusing on how the group works together rather than participating or leading the group. Key facilitation skills include listening, supporting participants, summarizing discussions, challenging ideas respectfully, creating a safe environment, and trusting the group process. Effective facilitators use open-ended questions, paraphrasing, and intentional silence to draw out participants. They also manage conflict by understanding different personality styles and using appropriate strategies.
Veranderende visie op toetsing - Tamara van Schilt-Mol (HAN) - OWD21SURF Events
Steeds meer opleidingen willen - mede als gevolg van ervaringen met toetsing in de corona-periode - meer eigentijds beoordelen en beslissen. Maar, wat vraagt dat van docenten en studenten? Voor welke ontwerpkeuzes kom je te staan? En hoe zet je je visie op onderwijs centraal bij deze ontwerpkeuzes?
The feature you're trying to develop, the new ground you're trying to break or the technology you're wrangling with... these things are challenging enough.
To think that additional time and effort needs to be spent managing the very people you're serving feels like a huge waste of resource.
If feels like a burden.
In this talk, delivered at Manchester's first CRAP event (Conversion Rate, Analytics and Product) on 4th December 2018, Chris discussed how collaborative workshops, gamestorming and design thinking methods can achieve buy-in to reduce the burden of stakeholder management.
The Product Owner manages stakeholders' requirements, communicates the product vision to the Scrum team, and sets goals for each sprint. They own and maintain the Product Backlog, understand user stories, and prioritize work. The Product Owner attends daily standups to listen and provide guidance when needed. They also facilitate continuous improvement, coach stakeholders, and shield the team from distractions to help deliver releases on scope.
Effective meeting skills presentation by Dr. Salma KannaniDr Ghaiath Hussein
A presentation by Dr. Salma Kannani on effective meeting skills for the staff of the Department of health Policy, Planning and Research at the Federal Ministry of health in Sudan
Learn how to run meetings that produce results every time.
1. Use Foundation Tools to Set the Stage for Success.
2. Proactively Manage the Three Meeting Phases.
3. Keep Participants Engaged and Accountable.
The document describes a Product Design Sprint, which is a 5-phase exercise that uses design thinking to reduce risks in bringing products to market. The 5 phases are: Day 1) understand the design problem through research; Day 2) diverge and develop solutions; Day 3) decide on the best ideas; Day 4) prototype a quick solution; Day 5) validate the prototype with users outside the company. The goal of the Sprint is to quickly build something when a lot is unknown in order to find product/market fit and reduce risks before fully developing or releasing a product.
The document outlines 6 key design thinking principles: seeing the hidden by taking a step back to reframe challenges from different angles; embracing collaborative and multi-disciplinary work to gain different perspectives; gaining a deeper understanding of users through research to uncover real needs; encouraging wild ideas without restraint in ideation; testing concepts quickly with low-cost prototypes; and taking a holistic view to create value for all in integration.
MURAL Webinar: How Design Sprints Can Be Reformatted For Any Workshop/MeetingMURAL
In this webinar, Brittni Bowering (Head of Media, AJ&Smart) will explore how you can take the design sprint process and easily reformat it in a way that helps you run the best meetings and workshops of your career, AND get buy-in from your team to adopt this way of working - by taking the core design sprint exercises and principles to get things done faster, better & happier!
Developing Scientific Thinking in Your TeamMike Rother
1) Toyota Kata is used to teach scientific thinking throughout an organization to help navigate challenges. It involves deliberate practice with coaching.
2) Managers guide their teams' development by coaching daily in real goal practice. Managers must first learn the skills themselves to then coach others.
3) Implementing organizational culture change through Toyota Kata is a significant undertaking that involves many parts of the organization over time through practice.
A facilitator helps a group achieve results through interactive processes by focusing on how the group works together rather than participating or leading the group. Key facilitation skills include listening, supporting participants, summarizing discussions, challenging ideas respectfully, creating a safe environment, and trusting the group process. Effective facilitators use open-ended questions, paraphrasing, and intentional silence to draw out participants. They also manage conflict by understanding different personality styles and using appropriate strategies.
Ditte Kolbæk præsenterer konceptet Proactive Reviews ved et møde arrangeret af VidenDanmark den 14.6.2011. Ditte Kolbæk har skrevet en bog med titlen: Proactive Reviews. Lær af jeres erfaringer
Det er sund fornuft at være proaktiv – men ofte foregår projektledelse reaktivt. Det er udgangspunktet for Morten Fangels nyeste bog – på både dansk og engelsk. Bogen er ét et værktøj for den reflekterende projektleder, der vil være mere på forkant.
Det er sund fornuft at være proaktiv – men ofte foregår projektledelse reaktivt. Det er udgangspunktet for Morten Fangels nyeste bog – på både dansk og engelsk. Bogen er ét et værktøj for den reflekterende projektleder, der vil være mere på forkant.
Det er sund fornuft at være proaktiv – men ofte foregår projektledelse reaktivt. Det er udgangspunktet for Morten Fangels nyeste bog – på både dansk og engelsk. Bogen er et værktøj for den reflekterende projektleder, der vil være mere på forkant.
Projektværktøjsdagen 2013: Morten Fangel, direktør, Fangel Consulting
Det er sund fornuft at være proaktiv – men ofte foregår projektledelse reaktivt. Det er udgangspunktet for Morten Fangels nyeste bog om projektledelse. Den blev i juni blev lanceret på dansk – og i september på engelsk ved IPMA World Congress 2013.
Introduktion til præsentations-teknik med gennemgang af hvordan man forbereder og udarbejder en effektiv præsentation. Indledningsvis gennemgås adfærd og præferencer hos forskellige persontyper og hvilken betydning det har for kommunikationen. Til sidst gennemgås storyboard metoden og storytelling som måder man kommer bedre igennem med sit budskab.
2. Projektstyring – den bløde del
Den ”bløde” del: - Værktøjer til Styring af energien i projektet
• Brug møder med omtanke (4 mødetyper)
- Involveringsmødet
- Idégenereringsmødet
- Problemløsningsmødet
- Beslutningsmødet
• Synlighed som projektleder: Støtte,
anerkendelse og konfliktløsning
3. Rollen som mødeleder
Ekspert
svarer på spørgsmål
fokuserer på teori og indhold
giver løsninger til andre
har en holdning til emnet
taler passivt til deltagerne
Facilitator
stiller spørgsmål
fokuserer på processen
skaber løsninger gennem andre
er neutral i forhold til emnet
involverer aktivt deltagerne
Mødeleder: vær klar over, hvornår du er ekspert og hvornår du er facilitator
4. Mødet som en proces
Målsæt Planlæg Begynd Udfør Afslut Rapportér Følg op
FØR UNDER EFTER
5. Før mødet – forberedelse og planlægning
4 trin:
1. Afklar 2. Planlæg 4. Påvirk3. Invitér
6. Trin 1 - Afklar
Inspirationsspørgsmål til forberedelse:
Hvad er baggrunden for at holde mødet?
Hvad er målet og det ønskede resultat?
Hvad skal resultatet bruges til efter mødet?
Hvad kan diskuteres/besluttes, og hvad er ikke til diskussion?
Er et fysisk møde nødvendigt, eller kan målet nås på andre
måder?
Hvilken viden skal deltagerne have på forhånd for at målet
Hvad skal deltagerne forberede inden mødet?
Hvilke aktiviteter skal foregå på mødet for at nå målet?
7. Trin 2 - Planlæg
Opgaveaktiviteter
Præsentation/formidling
tilbagemeldinger/status
Diskussion
Problemløsning
Teste
Prioritering
Beslutning
Uddelegering
Sociale aktiviteter
Icebreaker/præsentationsrunde
Energizer
Walk and Talk
Involvering
Pauser
Refleksion
8. Trin 3 - Invitér
Dagsorden:
skaber struktur på mødet
sikrer, at deltagerne ved, hvad der skal foregå på
mødet og i hvilken rækkefølge
Dette fører til, at deltagerne kan forberede sig til
mødet, og derved skabe det bedste resultat
Skal være handlingsorienteret (præsentation,
diskussion, beslutning osv.)
9. Trin 4 - Påvirk
Interessenthåndtering før møde:
Identificér, opsøg og påvirk relevante interessenter inden
mødet.
Spørgsmål til overvejelse:
Hvilke interesser/dagsordner har den enkelte deltager?
Er der deltagere, som er samlet i ”alliancer”, og hvordan vil
det påvirke mødet?
Hvilke forventninger har du til deltagernes opbakning og
modstand? (til mødet, til enkelte emner, til projektet)
Hvad får den enkelte deltager ud at deltage aktivt?
10. Under mødet
Begynd mødet:
•start til tiden og slut senest til planlagt tid
•gennemgå og få accept af formål,
dagsorden og tidsplan for mødet Udfør mødet:
• følg dagsordnen og hold tidsplanen
• involver og engager deltagerne
• opsummer løbende
• dokumenter beslutninger og konklusioner
• overfør emner, der ikke kan adresseres
effektivt, til et arbejdsmøde med få
eksperter
Afslut mødet:
• opsummer beslutninger og konklusioner
• sæt ansvarlige og tidspunkt for
færdiggørelse på de identificerede
aktiviteter
• aftal evt. nyt møde
11. Efter mødet
Skriv og distribuer referatet til deltagere og evt.
andre interessenter
Følg op på fremdrift på de aktiviteter, der skal
udføres efter mødet (generel projektopfølgning)
