The objectives of this seminar were to:-
Enable project professionals to reach contract close quicker with a superior contract in place.
Assist project professionals to interpret and manage contracts with more vigour.
De-mystify legal terminology.
Enable project professionals to brief and constructively challenge their lawyers.
John Underhill presents on implementing agile project management processes for heavy engineering design projects at Babcock International Group. He discusses adopting agile techniques like sprints and prioritizing highest risks to better manage uncertainty, scope changes, and measure progress. Key aspects of their approach include identifying risks each sprint to focus resources, maintaining a task list to track progress, and using metrics like a "saw tooth" graph to demonstrate risk reduction over time. Initial results show benefits like empowered teams, informed stakeholders, faster decisions, and assurance of steady design progress.
1. Developing integrated solutions from the start is important for TOD projects as they are complex and take a long time to deliver.
2. TOD projects must include requirements of other sectors as early as possible to reduce costs of changes later on.
3. Computer modeling and analysis of passenger movement patterns are used to optimize transport planning, identify potential congestion issues, and maximize commercial opportunities in TOD developments.
The document discusses project planning as a career path. It outlines the need for competent project planners given that most projects fail without proper planning. It describes the project environment, qualifications, and roles of project planners. Project planners are responsible for establishing schedules, managing risk, communication, and ensuring projects are delivered on time. The document also discusses training, competence assessments, and career prospects for project planners, such as advancing from scheduler to planning manager or specialist roles.
A presentation from Dr Lesley Trenner made to the APM Yorkshire and North Lincolnshire branch membership on 29th October, at Yorkshire Water's Esholt Hall learning centre in Bradford
A presentation made by Paul Johnson (South Wales and West of England - SWWE - branch committee member) and Mike Donnington of Babcock International Group to the newcomers of the APM SWWE branch, at The University of South Wales, Newport campus on 10th October
The document provides guidance on selecting the right provider for a contract through the EU procurement process. It outlines a two-stage restricted procedure approach including defining requirements, issuing a Prior Information Notice and Pre-Qualification Questionnaire to shortlist tenderers, and issuing an Invitation to Tender. Key aspects covered include classifying the contract, identifying stakeholders, defining value for money, and designing evaluation criteria. Lessons emphasized consulting widely, having clear expectations, applying a market test, and ensuring contract notices are exact to avoid challenges.
This document discusses knowledge management and lessons learned databases. It defines knowledge as a body of understanding constructed through interactions between people and information. Knowledge management is described as a multi-disciplinary approach to improving organizational outcomes through optimizing knowledge use. The document notes that lessons learned databases often do not work because they focus on information rather than knowledge, are supply-driven with little context, and people may not want to share or learn lessons. It suggests that learning workshops, reflection, and establishing trust and fairness can help knowledge sharing more than isolated lessons learned databases.
The objectives of this seminar were to:-
Enable project professionals to reach contract close quicker with a superior contract in place.
Assist project professionals to interpret and manage contracts with more vigour.
De-mystify legal terminology.
Enable project professionals to brief and constructively challenge their lawyers.
John Underhill presents on implementing agile project management processes for heavy engineering design projects at Babcock International Group. He discusses adopting agile techniques like sprints and prioritizing highest risks to better manage uncertainty, scope changes, and measure progress. Key aspects of their approach include identifying risks each sprint to focus resources, maintaining a task list to track progress, and using metrics like a "saw tooth" graph to demonstrate risk reduction over time. Initial results show benefits like empowered teams, informed stakeholders, faster decisions, and assurance of steady design progress.
1. Developing integrated solutions from the start is important for TOD projects as they are complex and take a long time to deliver.
2. TOD projects must include requirements of other sectors as early as possible to reduce costs of changes later on.
3. Computer modeling and analysis of passenger movement patterns are used to optimize transport planning, identify potential congestion issues, and maximize commercial opportunities in TOD developments.
The document discusses project planning as a career path. It outlines the need for competent project planners given that most projects fail without proper planning. It describes the project environment, qualifications, and roles of project planners. Project planners are responsible for establishing schedules, managing risk, communication, and ensuring projects are delivered on time. The document also discusses training, competence assessments, and career prospects for project planners, such as advancing from scheduler to planning manager or specialist roles.
A presentation from Dr Lesley Trenner made to the APM Yorkshire and North Lincolnshire branch membership on 29th October, at Yorkshire Water's Esholt Hall learning centre in Bradford
A presentation made by Paul Johnson (South Wales and West of England - SWWE - branch committee member) and Mike Donnington of Babcock International Group to the newcomers of the APM SWWE branch, at The University of South Wales, Newport campus on 10th October
The document provides guidance on selecting the right provider for a contract through the EU procurement process. It outlines a two-stage restricted procedure approach including defining requirements, issuing a Prior Information Notice and Pre-Qualification Questionnaire to shortlist tenderers, and issuing an Invitation to Tender. Key aspects covered include classifying the contract, identifying stakeholders, defining value for money, and designing evaluation criteria. Lessons emphasized consulting widely, having clear expectations, applying a market test, and ensuring contract notices are exact to avoid challenges.
This document discusses knowledge management and lessons learned databases. It defines knowledge as a body of understanding constructed through interactions between people and information. Knowledge management is described as a multi-disciplinary approach to improving organizational outcomes through optimizing knowledge use. The document notes that lessons learned databases often do not work because they focus on information rather than knowledge, are supply-driven with little context, and people may not want to share or learn lessons. It suggests that learning workshops, reflection, and establishing trust and fairness can help knowledge sharing more than isolated lessons learned databases.
The document discusses dimensions of risk identification for projects. It recommends starting identification top-down using prompt lists and a few complementary techniques. Identification should consider the project context and boundaries. Risks should be grouped by similar ownership and cause. Identification should occur early, including during the bid phase, and be repeated at later stages. Case studies demonstrate how considering environmental factors through PESTLE analysis could have avoided issues related to resource costs, interface requirements, and regulatory accessibility.
This document summarizes a presentation given by Viren Lall, Secretary of the APM Benefits SIG and Head of Business Transformation at BT, on keeping business management (BM) simple, workable and alive during business transformation (BT) efforts. Some key challenges discussed include BM being seen as a separate task by consultants, analysts and architects rather than an integrated process. The presentation outlines efforts by BT to address these challenges, such as simplifying BM training, providing clear direction on mapping benefits, and motivating transformation professionals to find more benefits. Keeping BM ownership clear and ensuring maps are 80% correct but fully owned is emphasized as more important than striving for 100% accuracy.
This presentation was delivered by Donal O'Connell at an APM Thames Valley Branch event in April 2013. More details of the event can be viewed here http://www.apm.org.uk/news/dissecting-open-innovation
The document discusses the challenges of organizational change and improving the delivery and effectiveness of change programs and projects. It notes that the failure rate of change initiatives is estimated to be 60% or higher. Several reasons for this high failure rate are explored, including outdated research, a lack of common agreement on best practices, and managers underestimating the challenges of change. The document advocates for more research to develop evidence-based models and challenge current assumptions. It encourages participants to complete a survey to help improve understanding of major organizational change.
The document discusses the role of project management offices (PMOs) in facilitating knowledge management within organizations. It outlines six aspects of effective knowledge management: 1) having a social dimension that connects people, 2) focusing on knowledge flows between people rather than static knowledge stocks, 3) demonstrating how knowledge management makes a difference, 4) enabling improvement and learning, 5) cultivating a knowledge-sharing culture, and 6) recognizing the importance of knowledge management. The document argues that PMOs should consider how to embed these aspects of knowledge management into their activities and address potential obstacles to sharing knowledge within projects and programs.
The document summarizes research conducted on resistance to change from a leader's perspective. It interviewed 16 change leaders from over 55 organizations across various industries. The research identified 17 symptoms of resistance to change categorized into individual, group, and organizational levels. It suggests that leaders' inability to address deeper psychological levels like values and identity may be why most change initiatives fail. The document explores frameworks for leading change and individual/group transitions more effectively.
This presentation was delivered by Jeannette Terry and Steve Davis of Tercon Consulting at an APM event in July 2013. The contents of these slides are the copyright of Tercon Consulting and should not be reproduced or used without their permission.
This document summarizes a presentation on motivating enterprise-wide initiatives through the use of client data and insights. It discusses using data to drive decision-making, identifying business benefits from gathering client insights, and lessons learned from enterprise-wide projects. Specific topics covered include measuring and understanding client satisfaction, mapping the client journey, understanding what drives clients, and case studies of global research projects with high-net-worth individuals and millionaires that provided valuable client insights. The presentation emphasizes the importance of strong project management, stakeholder buy-in, and flexibility when working with clients and businesses.
This document provides an agenda and summary of a conference on a lean and collaborative building project at Cookham Wood. The project involved the construction of a new 179-place houseblock and education building using lean and BIM principles. Key points discussed included introducing BIM to help the client understand what they wanted, bringing the contractor in early, sequencing the site and build, and collaborating among the project team and stakeholders to overcome challenges throughout construction. Project milestones and the collaborative program monitoring process were also highlighted.
This document discusses how culture can impact project management. It notes that culture affects how projects are perceived, managed, and resourced. Culture is examined at the individual, organizational, and micro-cultural levels. The document provides examples of how project management can be viewed as either a blocker or enabler within an organizational culture. It emphasizes the importance of understanding different frames of reference, as perception is reality. The document concludes that flexibility and adaptability are needed, as perceptions of reality vary and project management may need to adapt more than organizational culture.
The document discusses an engagement workshop led by Nick Fewings on leading change effectively. It provides information on the workshop content which includes discussions on leadership skills needed for change, psychological preferences, colour personalities, team dynamics assessment, stakeholder engagement strategies, and conducting a team excellence audit. Examples of workshop activities involve measuring personality preferences with colours, assessing team average scores, and evaluating areas of a team over multiple runs. The workshop aims to help organizations achieve greater success by engaging individuals, motivating teams, and enabling transformation.
The PMO at the Skills Funding Agency provides portfolio management, quality assurance, training and other support functions to around 30 projects with an annual budget of £60 million. It faces challenges from organizational restructuring, changing supplier models, and new development approaches. Questions remain about how the PMO can best support change, operate with multiple suppliers, and adapt to more agile development methods.
The document discusses a client briefing for a project team consulting engagement. The team had 30 multi-cultural members experiencing cultural issues, no clear leadership, siloed work, poor communication, and low morale. Through a team development process using personality assessments and team audits, the consulting helped the team break down barriers, establish clear leadership, improve communication, clarify goals, and boost morale. A follow up found the cultural issues resolved and the project back on track.
The document summarizes the Bloodhound SSC land speed record car project. It discusses the history of the world land speed record and how previous teams like Thrust have held the record. It then describes the ongoing Bloodhound project, which aims to break the sound barrier on land and reach over 1000 mph. The summary outlines some of the engineering challenges involved and how the project has progressed through designing the car, engines, and track in a series of sub-projects to work towards attempting the land speed record runs in South Africa.
This was a thought provoking talk on project leadership that is aimed to help one to lead oneself and others more effectively in a project context.
In this talk, Susanne Madsen discussed the differences between management and leadership and how it relates to a project manager. Delegates learned to avoid fire fighting, unhappy clients and project failure and instead use the project they are currently working on to propel themselves to the next level.
Through powerful strategies, Susanne showed how one can increase performance, become a project leader, and differentiate oneself from the competition.
No matter one's role or level of experience there were powerful lessons to be learned from this talk:
Understanding the differences between management and leadership
Applying the strategies that will make you a project leader
Building effective relationships with stakeholders
Building a highly motivated team
Continuously improving and innovating
Expanding comfort zones
Asking for feedback
Focussing on the 20% of activities that add to 80% of results
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
Russel Jamieson and Ann Pilkington gave a presentation on communications for local and offshore projects. Russel has over 20 years of project management experience in financial services and telecommunications. Ann has over 25 years of experience in public relations and communication. They discussed quick wins for improving communication between onshore and offshore teams like establishing golden hours and email best practices. They also covered the costs of offshoring projects and losing in-house expertise. Ann then discussed how communication and employee engagement can help projects by keeping people informed and getting feedback. They stressed that engagement requires effort from managers and a framework to facilitate conversations.
This document provides an overview and status update of the BBC's W1 Programme to consolidate their operations into a new headquarters at Broadcasting House and surrounding buildings in London.
The summary includes:
1) The W1 Programme has consolidated 10 buildings into 4 buildings, relocated over 4,600 staff into the new Broadcasting House and over 5,500 staff total across the new W1 campus.
2) Key facts on the consolidation include saving over £730 million, delivering over 17,000 training days with low cancellation rates, and reducing storage space needs by 75%.
3) An overview and timeline is given for moving various BBC divisions and shows into the new facilities by the end of 2013 and into 2014.
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.
The document discusses dimensions of risk identification for projects. It recommends starting identification top-down using prompt lists and a few complementary techniques. Identification should consider the project context and boundaries. Risks should be grouped by similar ownership and cause. Identification should occur early, including during the bid phase, and be repeated at later stages. Case studies demonstrate how considering environmental factors through PESTLE analysis could have avoided issues related to resource costs, interface requirements, and regulatory accessibility.
This document summarizes a presentation given by Viren Lall, Secretary of the APM Benefits SIG and Head of Business Transformation at BT, on keeping business management (BM) simple, workable and alive during business transformation (BT) efforts. Some key challenges discussed include BM being seen as a separate task by consultants, analysts and architects rather than an integrated process. The presentation outlines efforts by BT to address these challenges, such as simplifying BM training, providing clear direction on mapping benefits, and motivating transformation professionals to find more benefits. Keeping BM ownership clear and ensuring maps are 80% correct but fully owned is emphasized as more important than striving for 100% accuracy.
This presentation was delivered by Donal O'Connell at an APM Thames Valley Branch event in April 2013. More details of the event can be viewed here http://www.apm.org.uk/news/dissecting-open-innovation
The document discusses the challenges of organizational change and improving the delivery and effectiveness of change programs and projects. It notes that the failure rate of change initiatives is estimated to be 60% or higher. Several reasons for this high failure rate are explored, including outdated research, a lack of common agreement on best practices, and managers underestimating the challenges of change. The document advocates for more research to develop evidence-based models and challenge current assumptions. It encourages participants to complete a survey to help improve understanding of major organizational change.
The document discusses the role of project management offices (PMOs) in facilitating knowledge management within organizations. It outlines six aspects of effective knowledge management: 1) having a social dimension that connects people, 2) focusing on knowledge flows between people rather than static knowledge stocks, 3) demonstrating how knowledge management makes a difference, 4) enabling improvement and learning, 5) cultivating a knowledge-sharing culture, and 6) recognizing the importance of knowledge management. The document argues that PMOs should consider how to embed these aspects of knowledge management into their activities and address potential obstacles to sharing knowledge within projects and programs.
The document summarizes research conducted on resistance to change from a leader's perspective. It interviewed 16 change leaders from over 55 organizations across various industries. The research identified 17 symptoms of resistance to change categorized into individual, group, and organizational levels. It suggests that leaders' inability to address deeper psychological levels like values and identity may be why most change initiatives fail. The document explores frameworks for leading change and individual/group transitions more effectively.
This presentation was delivered by Jeannette Terry and Steve Davis of Tercon Consulting at an APM event in July 2013. The contents of these slides are the copyright of Tercon Consulting and should not be reproduced or used without their permission.
This document summarizes a presentation on motivating enterprise-wide initiatives through the use of client data and insights. It discusses using data to drive decision-making, identifying business benefits from gathering client insights, and lessons learned from enterprise-wide projects. Specific topics covered include measuring and understanding client satisfaction, mapping the client journey, understanding what drives clients, and case studies of global research projects with high-net-worth individuals and millionaires that provided valuable client insights. The presentation emphasizes the importance of strong project management, stakeholder buy-in, and flexibility when working with clients and businesses.
This document provides an agenda and summary of a conference on a lean and collaborative building project at Cookham Wood. The project involved the construction of a new 179-place houseblock and education building using lean and BIM principles. Key points discussed included introducing BIM to help the client understand what they wanted, bringing the contractor in early, sequencing the site and build, and collaborating among the project team and stakeholders to overcome challenges throughout construction. Project milestones and the collaborative program monitoring process were also highlighted.
This document discusses how culture can impact project management. It notes that culture affects how projects are perceived, managed, and resourced. Culture is examined at the individual, organizational, and micro-cultural levels. The document provides examples of how project management can be viewed as either a blocker or enabler within an organizational culture. It emphasizes the importance of understanding different frames of reference, as perception is reality. The document concludes that flexibility and adaptability are needed, as perceptions of reality vary and project management may need to adapt more than organizational culture.
The document discusses an engagement workshop led by Nick Fewings on leading change effectively. It provides information on the workshop content which includes discussions on leadership skills needed for change, psychological preferences, colour personalities, team dynamics assessment, stakeholder engagement strategies, and conducting a team excellence audit. Examples of workshop activities involve measuring personality preferences with colours, assessing team average scores, and evaluating areas of a team over multiple runs. The workshop aims to help organizations achieve greater success by engaging individuals, motivating teams, and enabling transformation.
The PMO at the Skills Funding Agency provides portfolio management, quality assurance, training and other support functions to around 30 projects with an annual budget of £60 million. It faces challenges from organizational restructuring, changing supplier models, and new development approaches. Questions remain about how the PMO can best support change, operate with multiple suppliers, and adapt to more agile development methods.
The document discusses a client briefing for a project team consulting engagement. The team had 30 multi-cultural members experiencing cultural issues, no clear leadership, siloed work, poor communication, and low morale. Through a team development process using personality assessments and team audits, the consulting helped the team break down barriers, establish clear leadership, improve communication, clarify goals, and boost morale. A follow up found the cultural issues resolved and the project back on track.
The document summarizes the Bloodhound SSC land speed record car project. It discusses the history of the world land speed record and how previous teams like Thrust have held the record. It then describes the ongoing Bloodhound project, which aims to break the sound barrier on land and reach over 1000 mph. The summary outlines some of the engineering challenges involved and how the project has progressed through designing the car, engines, and track in a series of sub-projects to work towards attempting the land speed record runs in South Africa.
This was a thought provoking talk on project leadership that is aimed to help one to lead oneself and others more effectively in a project context.
In this talk, Susanne Madsen discussed the differences between management and leadership and how it relates to a project manager. Delegates learned to avoid fire fighting, unhappy clients and project failure and instead use the project they are currently working on to propel themselves to the next level.
Through powerful strategies, Susanne showed how one can increase performance, become a project leader, and differentiate oneself from the competition.
No matter one's role or level of experience there were powerful lessons to be learned from this talk:
Understanding the differences between management and leadership
Applying the strategies that will make you a project leader
Building effective relationships with stakeholders
Building a highly motivated team
Continuously improving and innovating
Expanding comfort zones
Asking for feedback
Focussing on the 20% of activities that add to 80% of results
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
Russel Jamieson and Ann Pilkington gave a presentation on communications for local and offshore projects. Russel has over 20 years of project management experience in financial services and telecommunications. Ann has over 25 years of experience in public relations and communication. They discussed quick wins for improving communication between onshore and offshore teams like establishing golden hours and email best practices. They also covered the costs of offshoring projects and losing in-house expertise. Ann then discussed how communication and employee engagement can help projects by keeping people informed and getting feedback. They stressed that engagement requires effort from managers and a framework to facilitate conversations.
This document provides an overview and status update of the BBC's W1 Programme to consolidate their operations into a new headquarters at Broadcasting House and surrounding buildings in London.
The summary includes:
1) The W1 Programme has consolidated 10 buildings into 4 buildings, relocated over 4,600 staff into the new Broadcasting House and over 5,500 staff total across the new W1 campus.
2) Key facts on the consolidation include saving over £730 million, delivering over 17,000 training days with low cancellation rates, and reducing storage space needs by 75%.
3) An overview and timeline is given for moving various BBC divisions and shows into the new facilities by the end of 2013 and into 2014.
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.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
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.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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