The document summarizes the challenges that often arise between engineering and project delivery functions in major infrastructure projects. It discusses how the different focuses of engineers on quality and project managers on time and budget can become polarized and lead to cost overruns and delays. To close this "gap", the document recommends that organizations develop an integrated view, create collaborative behaviors, cross-train roles, and build integrated leadership teams that bring both perspectives together to balance quality, time and cost. Successfully addressing this divide can improve business performance, engagement, and project delivery outcomes.
Change Practice - Managing change in the real worldRobert Streeter
This whitepaper discusses the evolving role of project managers to effectively manage change in modern organizations. It notes that project managers must now take a more strategic, proactive role by developing skills in business analysis, leadership, and change management. Specifically, project managers are expected to work closely with executives to identify necessary changes, plan responses, and lead agile teams to implement solutions. The whitepaper also promotes the BCS Change Practice portfolio of training and certifications to help project managers and organizations develop the broad skills needed to successfully manage change.
Emerging trends in project management - 1) Increased Emphasis on Project Management Soft Skills - I've certainly noticed this in recruiting for Project Managers over the last few years.
The relationship beetwen management and engineeringHusseinAzher
Management
(or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources.
Views on the definition and scope of management include:
According to Henri Fayol, "to manage is to forecast and to plan, to organize, to command, to co-ordinate and to control."
Fredmund Malik defines it as "the transformation of resources into utility."
Management included as one of the factors of production – along with machines, materials and money.
Ghislain Deslandes defines it as “a vulnerable force, under pressure to achieve results and endowed with the triple power of constraint, imitation and imagination, operating on subjective, interpersonal, institutional and environmental levels”.
Peter Drucker (1909–2005) saw the basic task of management as twofold: marketing and innovation. Nevertheless, innovation is also linked to marketing (product innovation is a central strategic marketing issue). Peter Drucker identifies marketing as a key essence for business success, but management and marketing are generally understood[by whom?] as two different branches of business administration knowledge.
Improving Focus, Predictability, and Team Morale on ProjectsJoe Cooper
Improving focus and predictability on projects with critical chain project management (CCPM). PMI Global Congress 2013 - New Orleans, LA. This paper addresses three project problems of low team morale, excessive project durations, and missed project delivery commitments.
The document discusses the differences between project managers and program managers. It finds that while there are some similarities, there are key differences in their job focus, challenges, and core competencies.
Project managers have a narrower focus on individual projects, their teams, and deliverables. Program managers have a wider span of control overseeing multiple linked projects. Their job challenges involve understanding diverse stakeholder needs.
The top competencies for project managers are analytical thinking and communication skills. For program managers, systematic thinking, strategic thinking and making tough decisions are most important due to their broader perspective overseeing multiple projects.
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
Change Practice - Managing change in the real worldRobert Streeter
This whitepaper discusses the evolving role of project managers to effectively manage change in modern organizations. It notes that project managers must now take a more strategic, proactive role by developing skills in business analysis, leadership, and change management. Specifically, project managers are expected to work closely with executives to identify necessary changes, plan responses, and lead agile teams to implement solutions. The whitepaper also promotes the BCS Change Practice portfolio of training and certifications to help project managers and organizations develop the broad skills needed to successfully manage change.
Emerging trends in project management - 1) Increased Emphasis on Project Management Soft Skills - I've certainly noticed this in recruiting for Project Managers over the last few years.
The relationship beetwen management and engineeringHusseinAzher
Management
(or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources.
Views on the definition and scope of management include:
According to Henri Fayol, "to manage is to forecast and to plan, to organize, to command, to co-ordinate and to control."
Fredmund Malik defines it as "the transformation of resources into utility."
Management included as one of the factors of production – along with machines, materials and money.
Ghislain Deslandes defines it as “a vulnerable force, under pressure to achieve results and endowed with the triple power of constraint, imitation and imagination, operating on subjective, interpersonal, institutional and environmental levels”.
Peter Drucker (1909–2005) saw the basic task of management as twofold: marketing and innovation. Nevertheless, innovation is also linked to marketing (product innovation is a central strategic marketing issue). Peter Drucker identifies marketing as a key essence for business success, but management and marketing are generally understood[by whom?] as two different branches of business administration knowledge.
Improving Focus, Predictability, and Team Morale on ProjectsJoe Cooper
Improving focus and predictability on projects with critical chain project management (CCPM). PMI Global Congress 2013 - New Orleans, LA. This paper addresses three project problems of low team morale, excessive project durations, and missed project delivery commitments.
The document discusses the differences between project managers and program managers. It finds that while there are some similarities, there are key differences in their job focus, challenges, and core competencies.
Project managers have a narrower focus on individual projects, their teams, and deliverables. Program managers have a wider span of control overseeing multiple linked projects. Their job challenges involve understanding diverse stakeholder needs.
The top competencies for project managers are analytical thinking and communication skills. For program managers, systematic thinking, strategic thinking and making tough decisions are most important due to their broader perspective overseeing multiple projects.
A summary of the current state of PMOs and a view of a PMO that has a more strategic focus on implementing business strategy instead of tactical project execution.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document describes a next generation multi-disciplinary program management office (PMO) model called the Program Service Office (PSO). The PSO aims to combine PMO, Lean, and Agile services to accelerate project delivery, improve portfolio management, and increase maturity in delivery processes. Key aspects of the model include integrating multiple departments, establishing a governance structure, implementing project portfolio management, and focusing on change management and communications. The goal is to help organizations better achieve their strategic objectives through improved delivery of projects and programs.
Challenges of Project Management “Communication & Collaboration-VSRVSR *
4th International Convention on Project ManagementOnTarget 2010
PMI Pune Chapter
“Collaboration and Communication” Critical Success Factors for Projects in the Flat World
Challenges of Project Management “Communication & Collaboration
1. The document discusses the processes involved in planning, acquiring, developing, and managing a project team. It covers inputs, tools/techniques, and outputs for each process.
2. Key processes include planning human resource management to determine roles and create staffing plans, acquiring the project team by obtaining needed resources, and developing the team through training, team-building, and providing feedback.
3. The goal is to improve competencies and team interaction to enhance project performance through managing the team by tracking performance, providing feedback, and resolving issues.
This document discusses the differences between a Project Management Office (PMO) and a Strategic Program Office (SPO), and how an SPO can better enable an organization to execute its business strategy. It notes that while PMOs focus on supporting individual projects, an SPO takes a higher-level approach of identifying, prioritizing, and managing all related work needed to achieve strategic objectives. Effective strategy execution requires addressing organizational culture, capability maturity, project management practices, and the strategy itself in an integrated way. The document will explore models and approaches for assessing an organization's readiness and developing the right implementation approach to position a PMO as an SPO.
This document discusses key elements of successful project management. It examines the importance of leadership and sponsorship from project sponsors. Building an effective team is also essential, using a five stage model to develop cohesion. Managing project scope properly is vital, using tools like the work breakdown structure (WBS) and maintaining scope control. Contingency planning helps manage risks. Regular performance reviews provide feedback. Project management software supports collaboration and tracking of tasks. Overall, following project management best practices leads to successful project outcomes.
Monica Mower is an experienced IT leader seeking a Director position. She has over 20 years of experience implementing ERP systems like PeopleSoft, JD Edwards, and ADP HRIS. Currently, she is a senior project manager at First Group responsible for implementing their first HRIS system using ADP. Previously she has led teams as a PeopleSoft business team lead and analyst manager. She is skilled in project management, business analysis, and driving technological strategy and innovation.
The document discusses key points about program management and leadership. It notes that a program manager has broader scope and less detail than a project manager, overseeing multiple phases, projects, and work streams. The value of program management is providing leadership, reducing risk, and achieving results by managing complexity. Common pitfalls include lack of clear roles, responsibilities, and alignment of information. Complex implementations require strong program management with cross-functional methodologies to succeed rather than being managed as independent activities. A program management office requires both program leadership and coordination functions.
FROM PMO TO STRATEGIC PMO - AN INDIRECT APPROACHPhilippe Husser
Managing effectively a portfolio of strategic initiatives is a key success factor. However too often we, PMO, are considered as paper tigers. Truth to be told, too often we, PMO, also lack the required skills.
However, there is an approach which allows PMO to acquire skills and demonstrate benefits. This is the indirect approach. The indirect approach is the only one working in large complex organizations.
This presentation focuses on three points:
• First we will explore three key domains of knowledge I explored myself with great benefits
• Second we will share seven snapshots of what I experienced in terms of indirect approach as a PMO at Michelin
• Third I will share with you three takeaways for PMOs to learn and apply
The three domains to explore are:
• Complexity, and a few key characteristics of complex adaptive systems
• Indirectness, and two samples of direct and indirect approaches
• Strategy, and differences in two key schools of strategic thought
The indirect approach will then be walked-through seven real life snapshots:
• Program Cause and Approach
• Local Relays
• First Benefits
• Single Version of Truth
• Tipping Point
• Strategic Gap
• Strategic Initiatives
From this journey, we will share three key takeways to learn and apply by PMO:
• First, learn and apply Complex Adaptive Systems and Chaos Theory
• Second, learn and apply Dual-Mode Strategies
• Third, learn and apply Human Dynamics and how to develop an Appealing WIIFM Cause and an Alliance you Lead from Behind
This document discusses key aspects of project human resource management. It covers organizing the project team with charts and matrices, acquiring staff, developing the team, and managing resources. Motivation theories, influencing workers, and improving effectiveness are also addressed. Software can assist with tasks like resource analysis, but project managers must focus on people skills like communication, motivation, and enabling team members.
The document discusses how an MBA can help one succeed as a project manager. It defines project management and outlines the typical project management process. It then discusses the career path of a project manager and lists key skills needed, such as communication, organization, and problem solving. Finally, it explains how an MBA helps develop important strategic and analytical skills and lists some core MBA courses and suggested reading for becoming a successful project manager.
The document outlines steps to deploy a Project Management Office (PMO) within an organization. It discusses assessing the current state, establishing objectives, and achieving rapid successes. It also describes the three levels of PMOs, from project-focused to enterprise-wide. Finally, it discusses how more mature PMOs help organizations improve performance metrics and achieve critical success factors.
Online PMP Training Material for PMP Exam - Human Resources Management Knowle...GlobalSkillup
Human Resource Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
This document discusses a successful change management initiative in a government research and development organization in India. The organization previously had a project-based structure, but was reorganized into a matrix structure with groups for design, development, testing, and implementation. This allowed for better knowledge sharing and resource allocation across projects. Key steps taken included establishing a change management team, communicating the need for change, analyzing costs and risks, and empowering staff. The new structure improved documentation, coordination between groups, and on-time delivery of projects to clients. As a result, employee and client satisfaction increased.
The document discusses a 2012 study by PMI that identified five common PMO frameworks. It then provides details on each of the five frameworks including the Organizational Unit PMO, Project Support/Services/Controls Office or PMO, Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO, Center of Excellence/Center of Competency, and Project-Specific PMO/Project Office/Program Office. It also outlines the top domains of work that PMOs focus on and how PMO managers can use the information from the study to benchmark and improve their own PMO.
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
Mr. Zelikovitz will discuss the improtance of developing and implementing a culture and processes that enable an organization to align its projects with the strategic objectives of the organization through an effective Benefits Realization Management process. With a focus on PMI's 2016 Thought Leadership Series - Creating lasting value: Benefits Realization Management, Mr. Zelikovitz will highlight a number of key issues including, but not limited to:
Strengthening benefits awareness within the C-suite and with project management practitioners;
Who is responsible for identifying, managing and sustaining project benefits - establishing benefits ownership and accountability;
How do you measure benefits (tangible and intangible), and how should they be prioritized.
The sponsor role and sponsorship - the way forward webinar
Wednesday 22 April 2020
presented by Martin Samphire and Carol Deveney
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-sponsor-role-and-sponsorship-the-way-forward-webinar/
Resource management involves functions like resource allocation, performance appraisal, and career planning. The presentation discussed a survey of resource management practices, recommendations for improving resource management, and examples from Westfield Insurance and American Greetings. The panel presentations described how those companies assign resources to projects, manage resource availability and workloads, and support career development.
The document discusses ways an offshore team improved engagement and ownership of a software project. The team increased communication, implemented regular status reporting, and delegated resources onsite. These changes built trust with partners and improved predictability. As a result, the offshore team took on more work, delivered additional features ahead of schedule, and received very positive feedback and requests for more offshoring from partners. However, challenges around testing automation, buffer management, and continuous learning remain.
The subscriber's Bloomberg Businessweek subscription will begin with the October 24, 2011 issue. Issues are expected to be received by the Friday before the cover date. The customer service representative confirmed the start date of the subscription in response to an inquiry from the subscriber.
The document describes a next generation multi-disciplinary program management office (PMO) model called the Program Service Office (PSO). The PSO aims to combine PMO, Lean, and Agile services to accelerate project delivery, improve portfolio management, and increase maturity in delivery processes. Key aspects of the model include integrating multiple departments, establishing a governance structure, implementing project portfolio management, and focusing on change management and communications. The goal is to help organizations better achieve their strategic objectives through improved delivery of projects and programs.
Challenges of Project Management “Communication & Collaboration-VSRVSR *
4th International Convention on Project ManagementOnTarget 2010
PMI Pune Chapter
“Collaboration and Communication” Critical Success Factors for Projects in the Flat World
Challenges of Project Management “Communication & Collaboration
1. The document discusses the processes involved in planning, acquiring, developing, and managing a project team. It covers inputs, tools/techniques, and outputs for each process.
2. Key processes include planning human resource management to determine roles and create staffing plans, acquiring the project team by obtaining needed resources, and developing the team through training, team-building, and providing feedback.
3. The goal is to improve competencies and team interaction to enhance project performance through managing the team by tracking performance, providing feedback, and resolving issues.
This document discusses the differences between a Project Management Office (PMO) and a Strategic Program Office (SPO), and how an SPO can better enable an organization to execute its business strategy. It notes that while PMOs focus on supporting individual projects, an SPO takes a higher-level approach of identifying, prioritizing, and managing all related work needed to achieve strategic objectives. Effective strategy execution requires addressing organizational culture, capability maturity, project management practices, and the strategy itself in an integrated way. The document will explore models and approaches for assessing an organization's readiness and developing the right implementation approach to position a PMO as an SPO.
This document discusses key elements of successful project management. It examines the importance of leadership and sponsorship from project sponsors. Building an effective team is also essential, using a five stage model to develop cohesion. Managing project scope properly is vital, using tools like the work breakdown structure (WBS) and maintaining scope control. Contingency planning helps manage risks. Regular performance reviews provide feedback. Project management software supports collaboration and tracking of tasks. Overall, following project management best practices leads to successful project outcomes.
Monica Mower is an experienced IT leader seeking a Director position. She has over 20 years of experience implementing ERP systems like PeopleSoft, JD Edwards, and ADP HRIS. Currently, she is a senior project manager at First Group responsible for implementing their first HRIS system using ADP. Previously she has led teams as a PeopleSoft business team lead and analyst manager. She is skilled in project management, business analysis, and driving technological strategy and innovation.
The document discusses key points about program management and leadership. It notes that a program manager has broader scope and less detail than a project manager, overseeing multiple phases, projects, and work streams. The value of program management is providing leadership, reducing risk, and achieving results by managing complexity. Common pitfalls include lack of clear roles, responsibilities, and alignment of information. Complex implementations require strong program management with cross-functional methodologies to succeed rather than being managed as independent activities. A program management office requires both program leadership and coordination functions.
FROM PMO TO STRATEGIC PMO - AN INDIRECT APPROACHPhilippe Husser
Managing effectively a portfolio of strategic initiatives is a key success factor. However too often we, PMO, are considered as paper tigers. Truth to be told, too often we, PMO, also lack the required skills.
However, there is an approach which allows PMO to acquire skills and demonstrate benefits. This is the indirect approach. The indirect approach is the only one working in large complex organizations.
This presentation focuses on three points:
• First we will explore three key domains of knowledge I explored myself with great benefits
• Second we will share seven snapshots of what I experienced in terms of indirect approach as a PMO at Michelin
• Third I will share with you three takeaways for PMOs to learn and apply
The three domains to explore are:
• Complexity, and a few key characteristics of complex adaptive systems
• Indirectness, and two samples of direct and indirect approaches
• Strategy, and differences in two key schools of strategic thought
The indirect approach will then be walked-through seven real life snapshots:
• Program Cause and Approach
• Local Relays
• First Benefits
• Single Version of Truth
• Tipping Point
• Strategic Gap
• Strategic Initiatives
From this journey, we will share three key takeways to learn and apply by PMO:
• First, learn and apply Complex Adaptive Systems and Chaos Theory
• Second, learn and apply Dual-Mode Strategies
• Third, learn and apply Human Dynamics and how to develop an Appealing WIIFM Cause and an Alliance you Lead from Behind
This document discusses key aspects of project human resource management. It covers organizing the project team with charts and matrices, acquiring staff, developing the team, and managing resources. Motivation theories, influencing workers, and improving effectiveness are also addressed. Software can assist with tasks like resource analysis, but project managers must focus on people skills like communication, motivation, and enabling team members.
The document discusses how an MBA can help one succeed as a project manager. It defines project management and outlines the typical project management process. It then discusses the career path of a project manager and lists key skills needed, such as communication, organization, and problem solving. Finally, it explains how an MBA helps develop important strategic and analytical skills and lists some core MBA courses and suggested reading for becoming a successful project manager.
The document outlines steps to deploy a Project Management Office (PMO) within an organization. It discusses assessing the current state, establishing objectives, and achieving rapid successes. It also describes the three levels of PMOs, from project-focused to enterprise-wide. Finally, it discusses how more mature PMOs help organizations improve performance metrics and achieve critical success factors.
Online PMP Training Material for PMP Exam - Human Resources Management Knowle...GlobalSkillup
Human Resource Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
This document discusses a successful change management initiative in a government research and development organization in India. The organization previously had a project-based structure, but was reorganized into a matrix structure with groups for design, development, testing, and implementation. This allowed for better knowledge sharing and resource allocation across projects. Key steps taken included establishing a change management team, communicating the need for change, analyzing costs and risks, and empowering staff. The new structure improved documentation, coordination between groups, and on-time delivery of projects to clients. As a result, employee and client satisfaction increased.
The document discusses a 2012 study by PMI that identified five common PMO frameworks. It then provides details on each of the five frameworks including the Organizational Unit PMO, Project Support/Services/Controls Office or PMO, Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO, Center of Excellence/Center of Competency, and Project-Specific PMO/Project Office/Program Office. It also outlines the top domains of work that PMOs focus on and how PMO managers can use the information from the study to benchmark and improve their own PMO.
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
Mr. Zelikovitz will discuss the improtance of developing and implementing a culture and processes that enable an organization to align its projects with the strategic objectives of the organization through an effective Benefits Realization Management process. With a focus on PMI's 2016 Thought Leadership Series - Creating lasting value: Benefits Realization Management, Mr. Zelikovitz will highlight a number of key issues including, but not limited to:
Strengthening benefits awareness within the C-suite and with project management practitioners;
Who is responsible for identifying, managing and sustaining project benefits - establishing benefits ownership and accountability;
How do you measure benefits (tangible and intangible), and how should they be prioritized.
The sponsor role and sponsorship - the way forward webinar
Wednesday 22 April 2020
presented by Martin Samphire and Carol Deveney
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-sponsor-role-and-sponsorship-the-way-forward-webinar/
Resource management involves functions like resource allocation, performance appraisal, and career planning. The presentation discussed a survey of resource management practices, recommendations for improving resource management, and examples from Westfield Insurance and American Greetings. The panel presentations described how those companies assign resources to projects, manage resource availability and workloads, and support career development.
The document discusses ways an offshore team improved engagement and ownership of a software project. The team increased communication, implemented regular status reporting, and delegated resources onsite. These changes built trust with partners and improved predictability. As a result, the offshore team took on more work, delivered additional features ahead of schedule, and received very positive feedback and requests for more offshoring from partners. However, challenges around testing automation, buffer management, and continuous learning remain.
The subscriber's Bloomberg Businessweek subscription will begin with the October 24, 2011 issue. Issues are expected to be received by the Friday before the cover date. The customer service representative confirmed the start date of the subscription in response to an inquiry from the subscriber.
El documento menciona algunos lugares emblemáticos de la ciudad de Rosario, Argentina como el Monumento a la Bandera, el Puente Rosario-Victoria y el Río Paraná.
Scott has over 30 years of experience in engineering design and project management for power, mining, gas, chemical and infrastructure projects totaling over $2 billion. He has expertise in design, procurement, contracts management, scheduling, cost estimating, and construction and commissioning. Scott has helped several major projects receive board approval through improved designs that reduced costs and increased plant availability and profitability. He holds a Bachelor of Engineering and has experience working on projects in several countries.
Mind the Gap in Project Execution - Strong Teams Deliver Effective ProjectsEndeavor Management
Great leaders recognize that team integration is intrinsic to doing the work. This means that an interface manager is needed to focus on communications, conflict resolution, behaviors, and accountability. This person helps meet basic people needs of being, belonging, and becoming. Learn how to help your Project Leaders meet the challenge of complex projects with geographically dispersed team members by downloading our white paper: Mind the Gap in Project Execution.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
Project Management Project Manager ProjectErin Moore
Project 2010 is a useful tool for project management that allows users to create, schedule, arrange, and link tasks. It provides structure for managing projects through outlines and connected tasks. Users can easily create new projects, tasks, and establish relationships between tasks. Project 2010's ease of use makes it suitable for project management in healthcare and other fields.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
The document discusses software project management. It covers defining a project, the three constraints of scope, time and cost, characteristics of software projects, identifying stakeholders, and setting SMART objectives. It also discusses the functions, responsibilities and abilities of a project manager, as well as different organizational structures for projects.
9 Introducing Project Human Resource ManagementKristen Flores
Project human resource management involves leading, directing, and coordinating the project team and stakeholders to achieve project goals. The project manager must delegate tasks and rely on the project team to complete the work. Organizational planning identifies roles, responsibilities, and reporting relationships of internal and external stakeholders. It also considers interfaces between the project team and other organizational units, technical disciplines, and individuals. Staffing requirements determine the roles needed to complete the work while constraints limit options for project completion. The goal of organizational planning is to identify and plan for constraints and opportunities brought by the project work, team competence, and organizational demands.
Organizational design is a methodology to identify and address dysfunctional aspects of an organization's structure, workflows, and systems. When done effectively, it leads to improved results through a more aligned and efficient organization. However, redesign efforts often fail due to common mistakes such as lacking clear goals, structuring around individuals rather than strategy, and causing unnecessary disruption. Other failures include bypassing assessment of the current state, breaking confidentiality, and not establishing formal change management. To succeed, organizational redesign must be driven by strategy, minimize disruption, and implement clear communications.
This document discusses common reasons why large capital projects often fail. It identifies five major categories of issues: 1) lack of documented project objectives, 2) insufficient planning, 3) poor management governance, 4) inadequate staffing of the project team, and 5) unrealistic schedules. It provides details on each issue, such as how undocumented objectives can doom a project and how poor governance structures fail to cut across organizational lines. The document emphasizes that establishing robust planning and governance is critical for project success.
The document describes an assessment center developed by an insurance company to evaluate potential project managers' social skills. The assessment center used a scenario involving developing an online presence to observe candidates across six dimensions: analytical skills, decisiveness/leadership, communication, conflict resolution, economic resource management, and persuasion/motivation. Senior managers provided the evaluation criteria. The assessment center aimed to systematically improve project manager selection and provided insights into candidates' development areas.
The document discusses reasons why organizational redesigns fail and keys to success. Common failures include not establishing clear goals for the redesign, structuring the organization around specific personnel rather than business needs, causing too much disruption, making side agreements outside the process, skipping assessing the current state, breaking confidentiality, and neglecting change management planning. To succeed, organizations should understand drivers for change, separate design from staffing decisions, minimize disruption, follow an agreed-upon process, conduct a current state assessment, maintain confidentiality during planning, and implement formal communications.
The document provides information on project life cycles, product life cycles, project management, and organizational culture. It discusses the key stages in a project life cycle as defining, planning, executing, and closing. It also identifies five characteristics of effective project objectives. Project managers must balance technical and sociocultural dimensions of a project. Organizational culture has a significant impact on how projects are managed within a company.
1092019 New Transcript Templatemedia.capella.educoursem.docxaulasnilda
10/9/2019 New Transcript Template
media.capella.edu/coursemedia/MBA9128/simulation/MBA9128_transcript.html 1/12
P r i n t
PROJECT MANAGEMENT IMPROVEMENTS AT KEYSTONE
MANAGEMENT
INTRODUCTION
As the new Project O�ce Director for Keystone Management, Aaron has been asked to participate in the
corporate Continuous Process Improvement initiatives by identifying recommendations for speci�c aspects of
Keystone's project management methodology.
To meet this requirement, Aaron began by talking with project managers about their experience and insights,
which he then translated into strategies aimed at improving the process, environment, and quality of project
management at Keystone Management.
Your goal is to review the information Aaron gathered and his recommendations for each of the six topics in
this simulation. You will then clarify how improvements in each area can contribute to improvements at
Keystone. Each topic corresponds with a unit in the course. Although you may choose to complete each topic
in conjunction with the course unit, you may also want to follow the simulation from beginning to end to see
how the concepts in each topic relate. Along the way, we will provide you with the following:
Project Manager re�ections.
Aaron's recommendations.
Opportunities to clarify improvement opportunities.
Feedback on improvement opportunities.
Topic summaries.
INSTRUCTIONS
In this simulation, you will work through a total of six topics related to project management improvements for
Keystone Management. For each topic, you will be presented with project manager re�ections and Aaron's
recommendations. You will use this information to clarify how improvements in each area can contribute to
improvements for Keystone Management. Feedback will be provided on your responses.
Since each topic corresponds with a unit in the course, you can either complete each topic in conjunction with
the course unit, or follow the simulation from beginning to end to see how the concepts in each topic relate.
TOPIC 1: DEFINING REQUIREMENTS
What role do project requirements play in project management quality and success?
Figure of Requirements De�nition
C r e d i t s
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This �gure illustrates how di�erent types of requirements are connected and de�ned.
Business requirements are de�ned by the project sponsor.
Size and complexity information is de�ned by the project management team.
Functional and non-functional requirements are de�ned by both the development and testing teams.
Expectations and constraints are de�ned by other stakeholders.
User requirements are de�ned by user representatives.
Aaron began his discussions with project managers by stating that from his experience, well-de�ned
requirements are the cornerstone for project success and quality results.
Review the project manager responses and Aaron's recom ...
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
The document discusses a case study of implementing change management in a government R&D organization in India. The organization previously had a project-based structure but faced challenges like missed deadlines, duplication of work, and low customer satisfaction. It implemented a matrix structure with groups for design, development, testing, and implementation. This improved documentation, reuse of components, reduced defects and costs, and increased customer satisfaction. Key aspects of the successful change management included establishing urgency, building a dedicated team, empowering staff, and making the change permanent.
Project Management is a strategic competency of organizations that involve the application of knowledge, skills, and techniques to align project objectives with business goals, enabling companies to better compete in their respective market: https://www.orangescrum.com/
The document discusses success and failure in organizational design. For success, effective design must align with strategy, adapt to changing work environments, and focus resources on core capabilities. An ineffective design creates friction that hurts employee morale and performance. Common issues include inability to adapt, unclear roles, duplication, and poor relationships. To test design fitness, the document outlines tests around strategy alignment, flexibility, leadership, feasibility of resources, relationships, accountability, and attracting talent. For failure, reasons include not defining objectives, structuring design around people not business needs, causing unnecessary disruption, side agreements outside the process, skipping assessment of current state, breaking confidentiality during redesign, and not having a change management plan.
The document lists corporations that are part of the Project Management Forum and defines project managers, their responsibilities, and attributes needed for the job. It also lists generic core competencies related to project management, dividing them into those needed to understand the business environment, manage people, and apply technical/administrative aspects. The competencies are intended to help identify an employer or employee's needs and guide those interested in the project management profession.
The document discusses the pros and cons of in-house versus outsourced project management. It provides discussion points on pros like security, familiarity with company procedures, and commitment for in-house management, while outsourced management allows access to world-class capabilities and reduces operating costs. Cons of in-house management include limited experience and fluctuating workloads, while outsourced risks sensitive information and lack of investment in human resources. Testimonials from companies discuss benefits of both approaches when communication and collaboration are strong.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapte...University of Maribor
Slides from talk presenting:
Aleš Zamuda: Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapter and Networking.
Presentation at IcETRAN 2024 session:
"Inter-Society Networking Panel GRSS/MTT-S/CIS
Panel Session: Promoting Connection and Cooperation"
IEEE Slovenia GRSS
IEEE Serbia and Montenegro MTT-S
IEEE Slovenia CIS
11TH INTERNATIONAL CONFERENCE ON ELECTRICAL, ELECTRONIC AND COMPUTING ENGINEERING
3-6 June 2024, Niš, Serbia
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
1. Engineering series: part three
Mind the gap.
Success in infrastructure projects often relies on overcoming the gap in alignment, thinking
and operating between engineering and project delivery functions. To close the gap, leaders
need to put effective measures in place to better integrate and align their project organization.
2. Major infrastructure projects frequently result in project overspend and delay due to strategic
misalignment and different approaches between the engineering and project delivery functions.
Why does this happen so often, and how can leaders address the issue?
Time and time again major infrastructure projects veer off course, hitting the headlines for
delays, overspend, disputes – and in some cases, failure to deliver. It would be reasonable
to assume that many of these issues could be fixed with more effective planning, project
management and stakeholder management.
But if we dig deeper, often success relies on overcoming the gap in alignment, thinking and
operating between engineering and project delivery functions. This viewpoint explores this
gap, and how leaders can put effective measures in place to integrate and align their project
organization so that their project is front page news for all the right reasons.
Why can failure to address the gap be so damaging? The answer lies in the triangle of parameters
that define the delivery of engineering projects: cost, time and quality.
Divided they fall: the gap.
Figure 1
The cost-time-quality triangle.
Cost
Quality Time
Creative Tension and
Optimal Performance
| Mind the Gap |
1
3. Whilst engineers and project managers focus on all three elements when delivering projects,
they will have preferences that reflect their skills, competencies and training:
n Engineers’ primary focus is on quality of outcomes, precise specifications and
professional standards. They are trained to focus on the form, structure, dynamics, and
specifications of what they produce. They focus on meeting standards and eliminating
risk, thinking vertically, drilling down into the detail.
n Project managers meanwhile are focused and incentivized on delivering projects on
time and to budget. They need to gain commitment from stakeholders and make
compromises necessary to meet clients’ requirements. They take a birds-eye view,
thinking horizontally across all facets of a project.
Who’s right? Both sides of course. In safety-critical engineering environments, quality should
be paramount. But quality at the expense of profitability and customer satisfaction defeats
the objective.
The problem is that over time, and inevitably when under pressure, the two viewpoints
become polarised rather than integrated. Quality is considered antagonistic to cost and time,
and vice versa; whereas in reality, all three are in ‘creative tension’ and essential (see figure. 1).
When organizations fail to balance the time-cost-quality triangle between engineering and
project management, project issues will inevitably arise. These have three damaging effects
on an organization and its people, as outlined in the following section.
“When organizations fail to balance the time-cost-quality
divide between engineering and project management,
project issues inevitably arise.”
| Mind the Gap |
2
4. Three damaging effects of the gap
| Mind the Gap |
3
1. Segregation
The different mindsets between engineers and project managers can create a deep segregation.
Without integration under an effective project management plan, silo working, antagonistic
attitudes and behaviors, and a lack of mutual understanding will follow.
A major disconnect then forms between what a company needs to deliver and the resources it is
able to mobilise. Technical expertise is unable to be moved around the organization to where it is
required on new projects, as it is perceived too risky for them to leave existing projects. This causes
inefficient deployment of skills and resources, an ineffective operating model, cost increases and
inability to meet deadlines.
2. Management consolidation
To fix the segregation problem, many managers mistakenly put more and more organizational
layers in place—bolstering project management, planning and document control processes, thereby
aiming to consolidate project overheads and exert more control over engineering. The result is
typically a proliferation of project management complexity, processes and organization without
efficiency improvement.
3. Project and organizational impact
In reality, management consolidation efforts are counter-productive and the cultural issues that
emerge lead to project drift and reinforce the ‘us and them’ attitude as project managers attempt to
supervise engineers even more closely.
This also does obvious damage to the business in a range of areas, most notably customer
satisfaction, profitability, negative publicity, reputational damage and the ability to launch credible
bids for future work. A further impact is the human toll—working in a divided climate causes stress,
frustration and demoralises employees. The risk associated with this is clearly reduced engagement,
which in turn results in:
n high staff turnover and absence
n poor retention of both talented engineers and project managers
n a poor team climate
n low motivation
n lack of discretionary effort
5. Companies that effectively integrate their engineering and project delivery functions reap the dividends.
Their reality is a world away from the fractious experience of their gap-burdened competitors:
n Engagement and retention are high, leading to improved business performance.
n Their dynamic and energized workforce is prepared to go the extra mile, take risks and meet
challenges.
n They have a clear, realistic plan to deliver on client expectations, and are able do so profitably.
Closing the gap requires holistic thinking, alignment and action across the ‘hard and soft’ elements
of the organization if it is to be truly overcome. In this section, we outline four key areas that
organizations and their leaders can focus on to prevent this damaging divide from occurring.
4
Four ways to close the gap
| Mind the Gap |
1. Develop a whole-system view
Without exception, successful organizations excel at designing and implementing effective
operating models that are aligned behind the organizational strategy. However, often engineering
project operating models are ineffective and incentivise inefficiencies. This inevitably fosters the
divide between project managers and engineers, further inflating projects costs and slippage.
The operating model should clearly define how work gets done, by who and how objectives will
be achieved. Closely linked to this are the organization’s systems and processes which must be
designed to drive collaborative employee behaviors and the outcomes required.
Key questions for leaders to close the gap:
n Does your organization’s operating model, work design, processes and culture support
collaborative working between project managers and engineers?
n Do engineer and project manager job descriptions have role responsibilities that reflect cost,
time and quality elements?
n Are role responsibilities communicated, understood and held accountable by project managers,
engineers and their leaders?
n Does your organization’s operating model effectively support integration of workflows and
movement of technical expertise to where it is truly needed?
6. 2. Create the right behaviors
When facing the engineer-manager division, these
roles and organizational leaders typically revert
to behaviors, attitudes and language that act to
reinforce the gap. When coming from the top
especially, these behaviors become embedded in
the culture of the organization. Organizations that
are genuinely committed to closing the gap must
develop and manage the behaviors required to
overcome it; these behaviors include collaboration,
communication and flexibility. To achieve this,
the behaviors must align to the role and the
organization’s strategy, values and culture; equally,
embedding them into reward systems, recruitment,
talent management and development processes
will ensure the behaviors and skills are instilled
throughout the organization. Leaders also need
to lead by example through role modelling and
encouraging desired behaviors.
“Companies that
effectively integrate their
engineering and project
delivery functions reap
dividends and improved
business performance
through an engaged
workforce. Their reality
is a world away from
the fractious experience
of their gap-burdened
competitors.”
| Mind the Gap |
5
In addition, creating a healthy risk appetite in your organization where a degree of failure is
tolerated and built into the project budget will also lead to more satisfied employees. The risk here
far outweighs the alternative, which is losing frustrated talent and leaders further down the line.
Key questions for leaders to close the gap:
n Do balance scorecards reflect collaborative working and flexibility in thinking?
n Are project managers and engineers rewarded together for time, cost and quality?
n Do recruitment, talent management and development processes for both the engineer
and project manager roles assess for desired competencies?
n Does the organizational culture and role responsibilities allow an engineer to stop the
project if quality is being excessively compromised?
n Is your organizational culture and appetite for risk defined and consistent across the
business and geographies?
7. | Mind the Gap |
6
3. Develop and cross-skill to encourage a broad perspective of the business
Many leaders fall into the trap of assuming that it’s impossible to change how engineers and project
managers think. It isn’t. Encouraging leaders, engineers and project managers to develop multi-
perspective thinking will help both sides move beyond rigid and entrenched views. For example,
many senior leaders in engineering firms come from a project management background and may
lack an understanding of engineering contexts. These leaders must ensure that they are hands-on
and influential with all aspects of the business – and that means both sides of the gap.
The aim should be to instil a broader understanding of the organization as a whole (including the
company’s strategic direction), and both the technical and delivery sides of the business. Cross-
skilling, coaching and the creation of more collaborative team working environments can support this.
Key questions for leaders to close the gap:
n Does your organization enable engineers and project managers to develop an understanding
and appreciation of each other’s roles, and also wider areas of the business and strategy?
n Do graduate programs, mentoring and coaching schemes encourage and develop wider
thinking?
n Has your organization established clear distinction between engineering and project
management roles, with broader capability required as people progress in the organization?
n Are training budgets also invested in developing individual competencies (both behaviors
and skills such as influencing) instead of just technical expertise and qualifications?
4. Build integrated leadership teams
Organizational teams and emerging talent need the right conditions to deliver the best results.
Leadership has a large part to play in this. To avoid reinforcing divisive attitudes and behaviors, put
together integrated leadership teams with clearly defined roles and responsibilities, and span the
skills required to run complex, multi-disciplined engineering initiatives. This team needs to combine
a range of critical competencies:
n Organizational awareness: understanding what’s happening on both sides of the gap, for example
the dynamics, client demands and pressures.
n Cooperation: willingness to share resources across projects, and to work together to seek
solutions to problems as they arise.
n Foresight: the ability to anticipate potential problems, identify opportunities and make timely
interventions.
8. n Emotional intelligence: empathy and interpersonal sensitivity are crucial in an environment
vulnerable to rifts. Indeed Korn Ferry Hay Group’s research over the last five decades shows
that emotional intelligence accounts for more than 85% of star performance in top leaders.
n Leadership styles: the most effective way to improve productivity is for leaders to create a
workplace climate that motivates and encourages workers to perform at their best. Such
leaders use a collection of distinct leadership styles—each in the right measure, at the right time.
Korn Ferry Hay Group research shows that leaders who create positive working climates can
improve bottom-line performance by up to 30%.
n Welcome detail into the boardroom: leaders are quick to become frustrated when engineers
struggle to give them the big picture, and rely solely on the views of service directors. As a result,
important details get lost in translation and poor decisions are ultimately made in the boardroom.
Be aware of the level of operational detail available to the organization, and ensure that this is
adequate to understand the issues at hand.
Key questions for leaders to close the gap:
n Do your leadership teams use a range of leadership styles to close the gap and create a
positive climate to drive performance?
n Are the personal behaviors of leaders consistent with those that are needed to overcome
the gap?
n Do organizational structures enable integrated leadership teams?
n Is leadership cooperation incentivised, not just technical or financial performance?
“Organizational teams and emerging talent need the
right conditions to deliver the best results. Leadership
has a large part to play in this.”
| Mind the Gap |
7
9. A complex UK engineering business recently faced the challenge of reducing its
operating cost by 30% over five years whilst maintaining its exemplary delivery record
and safety and quality standards.
The organizational structure put in place the previous year effectively managed safety
and quality issues but delivery issues had since surfaced, resulting in lost profit margin
and reduced customer satisfaction across various projects. To solve this problem, the
organization reintegrated the engineers back into the delivery teams and incentivised
each regional team as a business unit; this was measured by the center on contract
margin, on-time delivery and safety.
Leaders designed and role modelled desired behaviors to encourage collaborative
working and challenged both engineers and project managers when ‘the gap’ behaviors
and resulting issues surfaced.
These changes saw margins and on-time delivery improve across the portfolio. Safety
and quality levels also improved and exceeded the organization’s already high standards.
The gap was deemed to have been closed when a project that was struggling to meet
a critical delivery date escalated quality concerns; this resulted in the project being
stopped. Whilst disappointing for the project team, this was a turning point for the
company. The client endorsed this move and commented that they now saw the
company as their professional delivery partner for this type of project rather
than a reliable subcontractor who would deliver on-time but quality aspects
would be lacking.
Case study
Integrating and collaborating to deliver 30% cost savings
| Mind the Gap |
8
10. Korn Ferry Hay Group has more than 70 years’ experience in helping organizations and
businesses—including the world’s leading engineering companies—to understand the people
and processes required for their long term success.
Among our tailored services:
n future workforce analysis and planning
n workforce market and data analysis through our leading pay, employee survey and job databases
n employment proposition development, including engineering market comparison surveys
n career and talent framework development
n leadership development
n reward services.
| Mind the Gap |
How Korn Ferry Hay Group can help
9
Authors
Paul Lambert
Senior Client Partner (Infrastructure)
Korn Ferry Hay Group UK & Ireland
Colin Brown
Associate
Korn Ferry Hay Group UK & Ireland
Get in touch
Visit our website at www.haygroup.com,
or contact:
Paul Lambert
Senior Client Partner (Infrastructure)
Korn Ferry Hay Group UK & Ireland
Paul.lambert@kornferry.com
Eric S. Pelletier
Senior Client Partner (Global Director of SWP)
Korn Ferry Hay Group
Eric.pelletier@kornferry.com