Missing the Iceberg – avoiding project failure through killing or redefining it in time webinar
Tuesday 6 September 2022
APM Systems Thinking Specific Interest Group
Presented by panel members:
Hugh Buckley, Cesar Rendora, Tony Thornburn, Simon Tinling, Amanda Whittaker and Andrew Wright
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/missing-the-iceberg-avoiding-project-failure-through-killing-or-redefining-it-in-time-webinar/
Content description:
Most project professionals have found themselves on a project where success looks unlikely, yet nobody does anything about it. Why is this? Flagging up that a project is heading for failure is typically a career limiting move - the messenger bringing the bad news get blamed.
This panel delivered webinar on Tuesday 6 September 2022 explored a simple approach to how we, as project professionals, can flag up the need for changes to projects (or even killing them), in a way that avoids being blamed personally.
This approach can be used in any context where stakeholders don’t want to hear changes are vital.
Getting commitment to reshaping or killing a failing project without the messenger being killed.
Engineering a robust interaction between the project management principles set forth by PMBOK® and contemporary practices like Six Sigma / TOC (theory of constraints), can actually yield rich dividends to organizations. In a complex world of rapidly converging technologies, philosophies and ideas, we often see that there is a synergistic overlap between project management and contemporary practices. The rigorousness and comprehensiveness of Project Management makes it a self-evolving philosophy that keeps enriching itself by continuously imbibing the goodness of contemporary practices. Philosophies like Six Sigma and TOC play a great complementary role in project management and have maintained their relevance because of their inherent strong focus on problem-solving and objectivity.
Macrosolutions Consulting Service: Project Maturity Assessment and DiagnosisMacrosolutions SA
Only who has the needed expertise can evaluate the maturity of your organization in Project, Program and Portfolio Management and recommend effective improvements to its processes.
Best Practices for Implementing Self-Service AnalyticsMattSaxton5
Self-service analytics is generally recognized as a valuable asset within corporate strategies, and it’s easy to see why: it provides process experts with the user-friendly tools they need to tackle their day-to-day challenges. It allows problems to be resolved faster and frees up central analytics groups to focus on other pressing issues.
In this ebook, we will share five key learnings from some of our most successful customers in order to help you drive your self-service analytics journey towards success.
Learn more about advanced industrial analytics at www.trendminer.com
Missing the Iceberg – avoiding project failure through killing or redefining it in time webinar
Tuesday 6 September 2022
APM Systems Thinking Specific Interest Group
Presented by panel members:
Hugh Buckley, Cesar Rendora, Tony Thornburn, Simon Tinling, Amanda Whittaker and Andrew Wright
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/missing-the-iceberg-avoiding-project-failure-through-killing-or-redefining-it-in-time-webinar/
Content description:
Most project professionals have found themselves on a project where success looks unlikely, yet nobody does anything about it. Why is this? Flagging up that a project is heading for failure is typically a career limiting move - the messenger bringing the bad news get blamed.
This panel delivered webinar on Tuesday 6 September 2022 explored a simple approach to how we, as project professionals, can flag up the need for changes to projects (or even killing them), in a way that avoids being blamed personally.
This approach can be used in any context where stakeholders don’t want to hear changes are vital.
Getting commitment to reshaping or killing a failing project without the messenger being killed.
Engineering a robust interaction between the project management principles set forth by PMBOK® and contemporary practices like Six Sigma / TOC (theory of constraints), can actually yield rich dividends to organizations. In a complex world of rapidly converging technologies, philosophies and ideas, we often see that there is a synergistic overlap between project management and contemporary practices. The rigorousness and comprehensiveness of Project Management makes it a self-evolving philosophy that keeps enriching itself by continuously imbibing the goodness of contemporary practices. Philosophies like Six Sigma and TOC play a great complementary role in project management and have maintained their relevance because of their inherent strong focus on problem-solving and objectivity.
Macrosolutions Consulting Service: Project Maturity Assessment and DiagnosisMacrosolutions SA
Only who has the needed expertise can evaluate the maturity of your organization in Project, Program and Portfolio Management and recommend effective improvements to its processes.
Best Practices for Implementing Self-Service AnalyticsMattSaxton5
Self-service analytics is generally recognized as a valuable asset within corporate strategies, and it’s easy to see why: it provides process experts with the user-friendly tools they need to tackle their day-to-day challenges. It allows problems to be resolved faster and frees up central analytics groups to focus on other pressing issues.
In this ebook, we will share five key learnings from some of our most successful customers in order to help you drive your self-service analytics journey towards success.
Learn more about advanced industrial analytics at www.trendminer.com
Best Practices for Implementing Self-Service Analytics
Opal framework matrix_v1_
1. OPAL Framework Matrix
November 4, 2010DIMEN-
SION
SUB-
DIMENSION
INITIAL (not yet started): Process
unpredictable,poorly controlled and
reactive
MANAGED: Process characterized for
projects and is often reactive.
DEFINED: Process characterized for the
organisation and isproactive(Projects
tailor their process fromthe
organisation’sstandard)
OPTIMIZING (embedded / advanced):
Process is measured and controlled,
the focus on process improvement
Strategies&Policies
QA models
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Meso:
Macro: Macro: Macro: Macro:
Partnership
Models
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Meso:
Macro: Macro: Macro: Macro:
Business
Models
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Innovativebusiness model for
generating OEP and making them
widely available
Meso:
Macro: Macro: Macro: Macro:
Sustainability
Strategies
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Meso:
Macro: Macro: Macro: Macro:
BarriersandSuccess
Factors
Success
Factors
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Meso:
Macro: Macro: Macro: Macro:
Barriers
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Meso:
Macro: Macro: Macro: Macro:
Tools
Tools
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Meso:
Macro: Macro: Macro: Macro:
2. OPAL Framework Matrix
November 4, 2010DIMEN-
SION
SUB-
DIMENSION
INITIAL (not yet started): Process
unpredictable,poorly controlled and
reactive
MANAGED: Process characterized for
projects and is often reactive.
DEFINED: Process characterized for the
organisation and isproactive(Projects
tailor their process fromthe
organisation’sstandard)
OPTIMIZING (embedded / advanced):
Process is measured and controlled,
the focus on process improvement
Tool Practices
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Institution havingan online
Web2.0 OER environment enabling
members to share…
Innovation:Web2.0 and scholarly
dialogue
Quality:peer reflection contributes to
the quality of practice
Meso:
Macro: Macro: Macro: Macro:
SkillsDevelopment&
Support
Digital
Literacy
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Meso:
Macro: Macro: Macro: Macro:
Support
structures
and
processes
Micro: Micro: Micro: Micro:
Meso: Meso: Meso: Meso:
Macro: Macro: Macro: Macro: