The main objective of the present study was to construct a comprehensive, easy-to-use tool for Greek NGOs, an add-on to “APOPLOUS”. An additional objective was to facilitate Greek NGOs to be certified under the ELOT 1429 & 1431-3 Standards for the “Certification of Project Management Competency of Organizations”, thus ensuring their candidature for European Union co-financed Projects. The authors based their study on the latest International Competence Baseline version in use of the International Project Management Association and specifically on the Austrian and the Greek National Baselines. The Guidelines and the standardised handbook were used in a pilot phase by a selected sample of NGOs and their feedback is included in the presented version.
The Connect Chicago Innovation Program is seeking collaborative new ideas to increase tech access, skills, and engagement in Chicago. Each application should come from teams of two or more partnered organizations. In 2018, one of these teams will be awarded (1) professional development support from City Tech to refine, workshop, and develop their proposed solution (2) up to $50,000 to support a pilot to test their collaborative idea.
Connect Chicago is a donor advised fund managed by the City Tech Collaborative which seeks to make Chicago the most digitally skilled, connected, and dynamic city in America. Connect Chicago is supported by the John D. and Catherine T. MacArthur Foundation, Microsoft, Comcast, Sprint, the Lenovo Foundation, Clarity Partners, and Gogo. For more information about the Connect Chicago Innovation Program, see the slides below.
Adamopoulou unexpected events, Exploring the behavioural competences of Greek...Triantafyllos Katsarelis
Exploring the behavioural competences of Greek project managers when faced with unexpected events in construction projects.
Iliana Adamopoulou, Civil Engineer, IPMA level D cert. Abstracts in English and German.
A
The main objective of the present study was to construct a comprehensive, easy-to-use tool for Greek NGOs, an add-on to “APOPLOUS”. The authors based their study on the latest International Competence Baseline version in use of the International Project Management Association and specifically on the Austrian and the Greek National Baselines. The Guidelines and the standardised handbook were used in a pilot phase by a selected sample of NGOs and their feedback is included in the presented version.
PUBLIC SECTOR PROJECT MANAGEMENT PLANNING AND EFFICIENCY PROBLEMS Emils Pulmanis
Third International Scientific Conference on Project management in the Baltic Countries “Project Management Development–Practice and Perspectives”: Riga, Latvia,April 10-11,2014. Conference Proceedings. Riga: University of Latvia, 2014,337p. ISBN 978-9984-49-470-8
Evaluating eParticipation Projects: Practical Examples and Outline of an Eval...ePractice.eu
Authors: Georg Aichholzer, Westholm Hilmar.
This article acknowledges the importance of systematic analyses of processes and outcomes against predefined criteria and intends to contribute to closing the “evaluation gap”.
The Connect Chicago Innovation Program is seeking collaborative new ideas to increase tech access, skills, and engagement in Chicago. Each application should come from teams of two or more partnered organizations. In 2018, one of these teams will be awarded (1) professional development support from City Tech to refine, workshop, and develop their proposed solution (2) up to $50,000 to support a pilot to test their collaborative idea.
Connect Chicago is a donor advised fund managed by the City Tech Collaborative which seeks to make Chicago the most digitally skilled, connected, and dynamic city in America. Connect Chicago is supported by the John D. and Catherine T. MacArthur Foundation, Microsoft, Comcast, Sprint, the Lenovo Foundation, Clarity Partners, and Gogo. For more information about the Connect Chicago Innovation Program, see the slides below.
Adamopoulou unexpected events, Exploring the behavioural competences of Greek...Triantafyllos Katsarelis
Exploring the behavioural competences of Greek project managers when faced with unexpected events in construction projects.
Iliana Adamopoulou, Civil Engineer, IPMA level D cert. Abstracts in English and German.
A
The main objective of the present study was to construct a comprehensive, easy-to-use tool for Greek NGOs, an add-on to “APOPLOUS”. The authors based their study on the latest International Competence Baseline version in use of the International Project Management Association and specifically on the Austrian and the Greek National Baselines. The Guidelines and the standardised handbook were used in a pilot phase by a selected sample of NGOs and their feedback is included in the presented version.
PUBLIC SECTOR PROJECT MANAGEMENT PLANNING AND EFFICIENCY PROBLEMS Emils Pulmanis
Third International Scientific Conference on Project management in the Baltic Countries “Project Management Development–Practice and Perspectives”: Riga, Latvia,April 10-11,2014. Conference Proceedings. Riga: University of Latvia, 2014,337p. ISBN 978-9984-49-470-8
Evaluating eParticipation Projects: Practical Examples and Outline of an Eval...ePractice.eu
Authors: Georg Aichholzer, Westholm Hilmar.
This article acknowledges the importance of systematic analyses of processes and outcomes against predefined criteria and intends to contribute to closing the “evaluation gap”.
How to measure innovation in eLearning. The i-AFIEL methodologyeLearning Papers
Authors: Lucilla Crosta,Víctor Prieto López.
This paper presents and discusses innovation in relation to the European project Innovative Approaches for a Full Inclusion in eLearning (i-AFIEL) and, in particular, the methodology applied to measure innovation in eLearning projects developed by the Spanish OVSI Foundation.
Winning ITNs with RRI - Relevant sources and further readingJobenco
Here is some more background on the notion of Responsible Research and Innovation (RRI), how it has been operationalised in Horizon 2020 and how it can be relevant for writing MSCA ITN proposals. We have included the academic and policy background and concrete sources/best practices to inspire others to take it up in their proposal.
UCISA Major Projects Governance Assessment ToolkitMark Ritchie
Often there is a lack of consistency and rigour in the governance approach to major business change and IT projects. This can lead to significant cost overruns and project failure. Major Projects require a more rigorous approach to governance and project management to deliver success.
This Toolkit has been developed to assist staff who are managing or participating in major change projects. The Toolkit provides:
a) guidance on assessing which projects should be classed as Major Projects
b) the key governance elements that must be managed for Major Projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the Toolkit at the University of Edinburgh
The Toolkit has been designed to be complementary to existing project and change management processes. The Toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The Toolkit can be used as a reference point and checklist for any project.
The Toolkit was originally developed by Mark Ritchie at the University of Edinburgh. The toolkit has been used successfully by the University on many major software and business change projects.
Mark further developed the toolkit with support from the UCISA Project and Change Management Group. UCISA published the toolkit, to widespread positive reviews, in July 2014.
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
Knowledge sharing in a distributed community of practice: a case study of ePr...ePractice.eu
Author: Juliane Jarke
This article aims to explore and describe the attempt of the European Commission to establish a Community of Practice amongst European eGovernment practitioners through the ePractice.eu project. The focus of the European Commission's attempt lies hereby in the facilitation of eGovernment good practice exchange throughout Europe.
Best practices in eGovernment: on a knife-edge between success and failureTrond Arne Undheim
This article is an in-depth exploration of three best
practice cases in e-government. Even successful projects
face significant challenges.
Generic success factors exist, and lessons learned for
practitioners include: Achieve leadership buy-in, keep
technology as simple as possible, get early
stakeholder and user involvement, gain momentum
and plan for sustainability. I published this article in February of 2008 in the European Journal of ePractice.
Best practices in eGovernment: - on a knife-edge between success and failureePractice.eu
Author: Trond Arne Undheim
This article is tailored to an audience of eGovernment practitioners across sectors. Careful reading will increase awareness of the importance of sharing solutions, lessons, technology and experience with others; indeed, the learning process is equally important to furthering one's excellence.
Change2020 RIS3 workbook for learning-driven regional developmentBusiness Arena Oy
Download link: http://www.businessarena.fi/wp-content/uploads/2015/03/Change2020-RIS3workbook-learning.pdf
Workbook provides a practical view on how project organizations, regions and project consortiums involved in regional development projects can together meet the smart specialisation requirements of EU programme period 2014-2020 and end with better results by synergy creation. The approaches described in this workbook can be used to orchestrate the regional development activity of a project onrganization, a region or a project consortium.
Objeto de conferencia
International PKP Scholarly Publishing Conference 2009 (Harbour Centre - Simon Frasier University)
During the year 2008 La Plata National University (UNLP) has stressed up in its Strategic Plan that all Intellectual Creation from professors, students and researchers must be visible and accessible from outside the scope of this college: the University has a considerable scientific and academic production, and the world might see it if it was somewhere easily available. In this direction, projects such as SeDiCI UNLP have been strongly strengthen, and new projects have been created: The Portal of Journals and The Portal of Congresses.
Ver registro completo en: http://sedici.unlp.edu.ar/handle/10915/5560
Πρότυπα στηρίζουν Πρότυπα: ISO 31000:2009, ISO 26000:2010, Ευρωπαϊκό Μοντέλο ...Triantafyllos Katsarelis
Οι νέες εκδόσεις των πιστοποιούμενων προτύπων ISO εισάγουν απαιτήσεις για Risk Based Thinking, Ενδιαφερόμενα Μέρη και Ηγεσία. Σημαντική βοήθεια για τη νέα αυτή προσέγγιση είναι δυνατόν να αναζητηθεί στα μη πιστοποιούμενα πρότυπα ISO 31000, ISO 31010, ISO 26000 και το μοντέλο Αριστείας EFQM.
How to measure innovation in eLearning. The i-AFIEL methodologyeLearning Papers
Authors: Lucilla Crosta,Víctor Prieto López.
This paper presents and discusses innovation in relation to the European project Innovative Approaches for a Full Inclusion in eLearning (i-AFIEL) and, in particular, the methodology applied to measure innovation in eLearning projects developed by the Spanish OVSI Foundation.
Winning ITNs with RRI - Relevant sources and further readingJobenco
Here is some more background on the notion of Responsible Research and Innovation (RRI), how it has been operationalised in Horizon 2020 and how it can be relevant for writing MSCA ITN proposals. We have included the academic and policy background and concrete sources/best practices to inspire others to take it up in their proposal.
UCISA Major Projects Governance Assessment ToolkitMark Ritchie
Often there is a lack of consistency and rigour in the governance approach to major business change and IT projects. This can lead to significant cost overruns and project failure. Major Projects require a more rigorous approach to governance and project management to deliver success.
This Toolkit has been developed to assist staff who are managing or participating in major change projects. The Toolkit provides:
a) guidance on assessing which projects should be classed as Major Projects
b) the key governance elements that must be managed for Major Projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the Toolkit at the University of Edinburgh
The Toolkit has been designed to be complementary to existing project and change management processes. The Toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The Toolkit can be used as a reference point and checklist for any project.
The Toolkit was originally developed by Mark Ritchie at the University of Edinburgh. The toolkit has been used successfully by the University on many major software and business change projects.
Mark further developed the toolkit with support from the UCISA Project and Change Management Group. UCISA published the toolkit, to widespread positive reviews, in July 2014.
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
Knowledge sharing in a distributed community of practice: a case study of ePr...ePractice.eu
Author: Juliane Jarke
This article aims to explore and describe the attempt of the European Commission to establish a Community of Practice amongst European eGovernment practitioners through the ePractice.eu project. The focus of the European Commission's attempt lies hereby in the facilitation of eGovernment good practice exchange throughout Europe.
Best practices in eGovernment: on a knife-edge between success and failureTrond Arne Undheim
This article is an in-depth exploration of three best
practice cases in e-government. Even successful projects
face significant challenges.
Generic success factors exist, and lessons learned for
practitioners include: Achieve leadership buy-in, keep
technology as simple as possible, get early
stakeholder and user involvement, gain momentum
and plan for sustainability. I published this article in February of 2008 in the European Journal of ePractice.
Best practices in eGovernment: - on a knife-edge between success and failureePractice.eu
Author: Trond Arne Undheim
This article is tailored to an audience of eGovernment practitioners across sectors. Careful reading will increase awareness of the importance of sharing solutions, lessons, technology and experience with others; indeed, the learning process is equally important to furthering one's excellence.
Change2020 RIS3 workbook for learning-driven regional developmentBusiness Arena Oy
Download link: http://www.businessarena.fi/wp-content/uploads/2015/03/Change2020-RIS3workbook-learning.pdf
Workbook provides a practical view on how project organizations, regions and project consortiums involved in regional development projects can together meet the smart specialisation requirements of EU programme period 2014-2020 and end with better results by synergy creation. The approaches described in this workbook can be used to orchestrate the regional development activity of a project onrganization, a region or a project consortium.
Objeto de conferencia
International PKP Scholarly Publishing Conference 2009 (Harbour Centre - Simon Frasier University)
During the year 2008 La Plata National University (UNLP) has stressed up in its Strategic Plan that all Intellectual Creation from professors, students and researchers must be visible and accessible from outside the scope of this college: the University has a considerable scientific and academic production, and the world might see it if it was somewhere easily available. In this direction, projects such as SeDiCI UNLP have been strongly strengthen, and new projects have been created: The Portal of Journals and The Portal of Congresses.
Ver registro completo en: http://sedici.unlp.edu.ar/handle/10915/5560
Πρότυπα στηρίζουν Πρότυπα: ISO 31000:2009, ISO 26000:2010, Ευρωπαϊκό Μοντέλο ...Triantafyllos Katsarelis
Οι νέες εκδόσεις των πιστοποιούμενων προτύπων ISO εισάγουν απαιτήσεις για Risk Based Thinking, Ενδιαφερόμενα Μέρη και Ηγεσία. Σημαντική βοήθεια για τη νέα αυτή προσέγγιση είναι δυνατόν να αναζητηθεί στα μη πιστοποιούμενα πρότυπα ISO 31000, ISO 31010, ISO 26000 και το μοντέλο Αριστείας EFQM.
University of Athens - Advanced project management sample presentation_grTriantafyllos Katsarelis
University of Athens-Greece, e-learning course in English: "Advanced Project Management-Professional Education" leading to IPMA level D certification.
Sample presentation with comments in Greek.
University of Athens - Advanced project management sample presentation_enTriantafyllos Katsarelis
University of Athens-Greece, e-learning course in English: "Advanced Project Management-Professional Education" leading to IPMA level D certification.
Sample presentation with comments in English.
University of Athens-Greece, e-learning course in English: "Advanced Project Management-Professional Education" leading to IPMA level D certification.
Sample text
University of Athens-Greece, e-learning course in English: "Advanced Project Management-Professional Education" leading to IPMA level D certification.
Curriculum
Environmental Management Systems, Social Responsibility and Sustainability (i...Triantafyllos Katsarelis
Συστήματα Περιβαλλοντικής Διαχείρισης, Κοινωνική Υπευθυνότητα και Βιωσιμώτητα.
Παρουσίαση στην εσπερίδα "Περιβαλλοντικά Βιώσιμη Παραγωγή και Κατανάλωση"της εεδε (Μάιος 2015)
Environmental Management Systems, Social Responsibility and Sustainability (in Greek)
Presentation at an event of the Hellenic Management Association (May 2015)
Advanced Project Management - Professional Education_programme presentationTriantafyllos Katsarelis
Πανεπιστήμιο Αθηνών, e-learning, Κέντρο Συνεχιζόμενης Εκπαίδευσης και Επιμόρφωσης.
Education and training programme: "Advanced project management-professional education", leading to IPMA level D certification.
Πανεπιστήμιο Αθηνών, e-learning, Κέντρο Συνεχιζόμενης Εκπαίδευσης και Επιμόρφωσης.
Education and training programme: "Advanced project management-professional education", leading to IPMA level D certification.
8 PRINCIPLES + 8 ACTION PROPOSALS towards an EXCELLENT MUNICIPALITY (in Greek).
The Principles are inspired from EFQM & IPMA Excellence Models.
The Proposals are specified for a Municipality near Athens - Greece where I live and work among 50.000 citizens.
The approach of Social Responsibility, which all Organizations are urged to adopt, that is proposed in this paper is based on five (5) key areas: The environmental aspect, the social aspect, the economic aspect, the governance aspect and the technical aspect. The PRiSM™ framework (Projects integrating Sustainable Methods) provides a comprehensive methodology who integrates sustainability in project management, by an effective fusion of best practices from the Standards Families for Quality ISO 9000 for the Environment ISO 14000, from the Standards for Energy ISO 50001, for Project Management ISO 21500, for Social Responsibility ISO 26000 and from the International Competence Baseline of the International Project Management Association. By adopting this framework and its proposed tools and methods, organizations can achieve balance between scarce resources, Social Responsibility and sustainable results in their projects.
ΕΞΕΛΙΣΣΟΝΤΑΣ ΤΗ ΔΙΟΙΚΗΣΗ ΕΡΓΩΝ: ΤΟ ΜΟΝΤΕΛΟ PRiSM™ – PROJECTS INTEGRATING SUST...Triantafyllos Katsarelis
Η προσέγγιση της Κοινωνικής Υπευθυνότητας, την οποία καλούνται πλέον όλοι οι Οργανισμοί να ακολουθήσουν, που παρουσιάζεται στο παρόν άρθρο βασίζεται σε πέντε (5) βασικά πεδία: την περιβαλλοντική πλευρά, την κοινωνική πλευρά, την οικονομική πλευρά, την πλευρά της διακυβέρνησης και την τεχνική πλευρά. Το μοντέλο PRiSM™ (Projects integrating Sustainable Methods) παρέχει μια δομημένη μεθοδολογία που ενσωματώνει τη βιωσιμότητα στη διοίκηση έργων, δημιουργώντας ένα αποτελεσματικό μείγμα από βέλτιστες πρακτικές από τις Οικογένειες Προτύπων για την Ποιότητα ISO 9000 και για το Περιβάλλον ISO 14000, από τα Πρότυπα για την Ενέργεια ISO 50001, για τη Διοίκηση Έργων ISO 21500, για την Κοινωνική Υπευθυνότητα ISO 26000 και το Πρότυπο International Competence Baseline του International Project Management Association. Ακολουθώντας το παραπάνω μοντέλο και τα προτεινόμενα σε αυτό εργαλεία και μεθόδους, επιτυγχάνεται η ισορροπία μεταξύ πεπερασμένων πόρων, Κοινωνικής Υπευθυνότητας και βιώσιμων αποτελεσμάτων στα έργα.
ΕΞΕΛΙΣΣΟΝΤΑΣ ΤΗ ΔΙΟΙΚΗΣΗ ΕΡΓΩΝ: ΤΟ ΜΟΝΤΕΛΟ PRiSM™ – PROJECTS INTEGRATING SUST...Triantafyllos Katsarelis
Η προσέγγιση της Κοινωνικής Υπευθυνότητας, την οποία καλούνται πλέον όλοι οι Οργανισμοί να ακολουθήσουν, που παρουσιάζεται στο παρόν άρθρο βασίζεται σε πέντε (5) βασικά πεδία: την περιβαλλοντική πλευρά, την κοινωνική πλευρά, την οικονομική πλευρά, την πλευρά της διακυβέρνησης και την τεχνική πλευρά. Το μοντέλο PRiSM™ (Projects integrating Sustainable Methods) παρέχει μια δομημένη μεθοδολογία που ενσωματώνει τη βιωσιμότητα στη διοίκηση έργων, δημιουργώντας ένα αποτελεσματικό μείγμα από βέλτιστες πρακτικές από τις Οικογένειες Προτύπων για την Ποιότητα ISO 9000 και για το Περιβάλλον ISO 14000, από τα Πρότυπα για την Ενέργεια ISO 50001, για τη Διοίκηση Έργων ISO 21500, για την Κοινωνική Υπευθυνότητα ISO 26000 και το Πρότυπο International Competence Baseline του International Project Management Association. Ακολουθώντας το παραπάνω μοντέλο και τα προτεινόμενα σε αυτό εργαλεία και μεθόδους, επιτυγχάνεται η ισορροπία μεταξύ πεπερασμένων πόρων, Κοινωνικής Υπευθυνότητας και βιώσιμων αποτελεσμάτων στα έργα.
Highlights of a 4 hour- 90 slides invited lecture at the hellenic management association - Introduction to PRiSM - Projects Integrating Sustainable Methods
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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1. PM-05 - Advancing Project Management for the 21st
Century
“Concepts, Tools & Techniques for Managing Successful Projects”
29-31 May 2010, Heraklion, Crete, Greece.
- 1 -
Guidelines and Project Management Handbook for Greek NGOs
Dipl.Eng. – MBA Triantafyllos Katsarelis1
(Scientific Associate, School of Civil Engineering, Centre for Construction
Innovation, National Technical University of Athens, Greece, IPMA Level C certified)
Dipl.Eng. Nikolaos Depountis
(Quality Advisor, Member of the BoD PM-Greece, Athens, Greece)
Iliana Adamopoulou
(undergr. Student, National Technical University of Athens, Greece, IPMA Level D
certified)
Abstract
“APOPLOUS” was the outcome of a project assigned by the Coordination Committee
of the Campaign of 800 Greek NGOs, with the purpose of constructing a set of
“Values, Organization, Conduct and Practice” for Greek NGOs. The main objective of
the present study was to construct a comprehensive, easy-to-use tool for Greek
NGOs, an add-on to “APOPLOUS”. An additional objective was to facilitate Greek
NGOs to be certified under the ELOT 1429 & 1431-3 Standards for the “Certification
of Project Management Competency of Organizations”, thus ensuring their
candidature for European Union co-financed Projects. The authors based their study
on the latest International Competence Baseline version in use of the International
Project Management Association and specifically on the Austrian and the Greek
National Baselines. The Guidelines and the standardised handbook were used in a
pilot phase by a selected sample of NGOs and their feedback is included in the
presented version.
Keywords
Standards, E.U. co-financed projects, APOPLOUS, Greek NGOs, Project handbook
1 Introduction
Three years ago the Coordination Committee of the Campaign of 800 Greek NGOs
assigned to the Scientific Committee the project of constructing a set of “Values,
Organization, Conduct and Practice” to be adopted and used by Greek NGOs. The
outcome of this project was “APOPLOUS”. This “Set of Values” is now being
established as a “Code of Conduct”, adopted by a large number of Greek NGOs. The
present study is the second add-on to “APOPLOUS”, providing a tool for Greek
NGOs for their continuous improvement under the very spirit of this Code of Values,
Organization, Conduct and Practice.
Meanwhile the Greek Organization for Standardization – ELOT developed and issued
the 1429 & 1431-3 Standards, which are maturity organization standards, for the
field of European Union co-financed Projects in Greece, which could also affect
NGOs’ candidature for such Projects. The additional objective of this study was to
facilitate Greek NGOs to be certified under these Standards.
1
Corresponding author. Mailing address: Bentouri 22B, Holargos 15561, Athens, Greece.
E-mail address: baikats@hotmail.com
2. PM-05 - Advancing Project Management for the 21st
Century
“Concepts, Tools & Techniques for Managing Successful Projects”
29-31 May 2010, Heraklion, Crete, Greece.
- 2 -
“APOPLOUS - Code of Values, Organization, Conduct and Practice” for Greek NGOs
and the ELOT 1429 Standard are briefly described. The “Project Management
Guidelines and Handbook” proposed by the authors are presented.
2 APOPLOUS: History and background
“APOPLOUS - Code of Values, Organization, Conduct and Practice” for Greek NGOs
(Katsarelis, Depountis et al. (2008)) was the outcome of a project assigned to the
Scientific Committee of the Campaign of 800 Greek NGOs by the Coordination
Committee. The final text was approved, went through the public enquiry procedure
and currently undergoes the procedure of formal acceptance by the interested
Greek NGOs, thus moving forward from a “Set of Principles” to a “Code of
Conduct”.
“APOPLOUS” is structured in six equally weighted “values”. In the “APOPLOUS
Code” a brief description of each value is provided. These Principles do not negate
the institutional articles of each organization, nor do they replace the additional
terms of function or their applied practices. In contrast they are additional to the
above, while enhancing them. Through the adoption of these Principles all
organizations are encouraged to use more sophisticated and standardized
instruments to ameliorate their performance, such as evaluation indicators,
mechanisms of internal control, prototypes and standards.
The first add-on was “Comprehensive Guidelines for the application of the principles
of APOPLOUS” and contained more detailed documentation and some examples of
application in order to clarify the concept.
Fig. 1: APOPLOUS
The authors have proposed the following graph, which depicts the continuum of
standardization for NGOs. This proposal was based on the approach for Corporate
Responsibility Codes (Leipziger (2003)).
FOCUS
on
EFFECTIVENESS
RESPONSIBLE
ORGANIZATION
& PRACTICE
CONTINUOUS
IMPROVEMENT
& INNOVATION
PARTNERSHIP
DEVELOPMENT
& NETWORKING
VISION &
MISSION
INDEPENDENCE
TRANSPARENCY
& REPORTING
3. PM-05 - Advancing Project Management for the 21st
Century
“Concepts, Tools & Techniques for Managing Successful Projects”
29-31 May 2010, Heraklion, Crete, Greece.
- 3 -
Fig. 2: The continuum for standardization for NGOs
The authors have expressed their commitment and vision to help upgrade the
Code. With the presentation of the two add-ons – Guidelines this Code of conduct is
moving forward towards becoming a Standard.
3 The ELOT 1429 standard: Background and field of application
The ELOT 1429 Standard for the “Certification of Project Management Competency
of Organizations”, along with the linked Standard ELOT 1430 – series, addresses
the field of European Union co-financed Projects in Greece. NGOs must fulfill the
general requirements of ELOT 1429 and specifically ELOT 1431 - 3 Standards.
Disregarding the field of application of these Standards, the authors strongly
believe that Greek NGOs should adopt, implement and follow in all their projects
any comprehensive set of “Project Management Guidelines” under the requirements
of APOPLOUS. This set of “Guidelines” must follow specifically the values of
“Responsible Organization and Practice”, Focus on Effectiveness” and “Continuous
Improvement and Innovation”. The set of “Guidelines” proposed by the authors in
this paper is a step towards this goal.
4 Project management guidelines and handbook for Greek NGOs
4.1 Methodology
The scope of the study was to construct a comprehensive document, which would
be easy to use by the Greek NGOs who base their activity on volunteer work and
lack of trained full-time personnel. They actually are “Project Oriented”
Organizations usually supported by a “week permanent” Organization.
The authors based their study on the Project Management approach proposed by
the International Project Management Association – IPMA and specifically on the
latest International Competence Baseline – ICB 3 version in use and more
specifically on the Austrian National Baseline of PMA and the final draft of the Greek
National Baseline of PM Greece. Additional bibliography was used on project
management for NGOs.
The Guidelines and the Handbook were reviewed for consistency, clarity and
usability during the pilot phase by a selected sample of Greek NGOs: “European
Expression”, “Cell of Alternative Youth Activities”, “ARCHELON – The Sea Turtle
Protection Society of Greece”, “2nd
Holargos System of Sea Scouts” and “Gymnastic
Athletic Club of Holargos”. These NGOs are committed to adapt the Handbook to
their specific operational needs and use it in a future project, with the help and
guidance of the authors. More NGOs, members of the “Campaign of 800 Greek
NGOs” will take part in this implementation phase.
Values Principles
Codes
of
Conduct
Standards Models
Norms
&
Guidelines
4. PM-05 - Advancing Project Management for the 21st
Century
“Concepts, Tools & Techniques for Managing Successful Projects”
29-31 May 2010, Heraklion, Crete, Greece.
- 4 -
4.2 Guidelines’ construction
The “Guidelines and Project Management Handbook” is a bilingual tool (in greek
and in english), as many Greek NGOs have volunteers not fluent in the greek
language, or collaborate with NGOs from other countries in common bilateral
issues, or even undertake projects abroad. The tool consists of two parts: the
Project Management Handbook and the Guidelines for the implementation of the
Project Management methods introduced in the Handbook.
The Project Management Handbook contains easy-to-use templates for all the sub-
processes of a project (start, controlling, coordination and closedown, together with
the continuous marketing task). It also addresses the issue of risk management, in
a project risk register and with further risk analysis and alternative scenarios, which
need to be monitored constantly during the project, and could be very useful in
case the crisis management sub-process needs to be launched. A special and rather
innovative contribution, associated with the risk management but also with the
closedown sub-process, is the “Non-completed project stop” template, which
inevitably has to replace the normal “Project closedown report”, in case a project
ends abruptly before its completion. The templates can be filled using low cost
software or even freeware, therefore the tool represents an affordable solution for
even small NGOs.
Distribution list Project list of dates
Project assignment Project communication
structures
Project objectives Project risk register
Pre-project and post-
project phase analysis
Risk analysis –
Alternative scenarios
Project objects of
consideration
“Professional” liability
insurance contract
Project rules Relationship to other
projects
Project cost plan Connection to the
Organisation’s strategy
Project resource plan To-do list
Project organisation
chart
Approval of work
packages
Work breakdown
structure
Minutes of meeting
Project interested
parties
Project status report
Project work package
specifications
Project score card
Project responsibility
matrix
Project close down
report
Project milestone plan To-do list: Remaining
work – Post-project
phase
Project bar chart Non-completed project
stop
Table 1: Project Handbook contents
5. PM-05 - Advancing Project Management for the 21st
Century
“Concepts, Tools & Techniques for Managing Successful Projects”
29-31 May 2010, Heraklion, Crete, Greece.
- 5 -
The Guidelines, apart from helping with the implementation of the proposed Project
Management methods, contain basic Project Management glossary and databases
(e.g. risk management register and potential interested parties register).
Examples of the Handbook templates and the Guidelines are shown below.
The Project Interested Parties Analysis and Graph
The project Interested Parties analysis considers the relationship of the project
to its relevant Interested Parties (Stakeholders). These are the parties that have
an effect on, or are affected by the project and its results.
This project Interested Parties graph is structured as: Project internal area:
Project organization (Project Owner or team + Project Manager + Project
Team), and Project external area: All relevant Interested Parties.
The distance from the Project figure depicts the importance of the Interested
Party within an arbitrary scale: Critical – Important – Other.
The correspondent mark depicts the assessed relationship “attitude” of the
Interested Party within an arbitrary scale: Negative – Neutral – Positive.
The Analysis and corresponding Chart enables the Project Team to design the
actions to be planned in order to improve the relationships with each Interested
Party, using an “Importance/ Attitude” matrix.
Figure X: Typical Project Interested Parties Analysis graph
Fig. 3: Guidelines extract: Interested Parties Analysis
7. PM-05 - Advancing Project Management for the 21st
Century
“Concepts, Tools & Techniques for Managing Successful Projects”
29-31 May 2010, Heraklion, Crete, Greece.
- 7 -
<Ονομασία Έργου>
<Project name>
<Κωδικός Έργου>
<Project No.>
ΑΝΑΚΕΦΑΛΑΙΩΤΙΚΟ ΔΕΛΤΙΟ
ΚΑΤΑΣΤΑΣΗΣ ΤΟΥ ΕΡΓΟΥ
PROJECT SCORE CARD
<Λογότυπο ΜΚΟ>
<NGO’s logo>
Στόχοι και πλαίσιο του Έργου
Project objectives and context
<Ημερ.1>
<Date 1>
<Ημερ.2>
<Date 2>
<Ημερ.3>
<Date 3>
<Ημερ.4>
<Date 4>
Στόχοι Project objectives 1
Αντικείμενα θεώρησης Project objects of consideration 2
Στρατηγικές Οργανισμού Organisation strategies 3
Άλλα έργα Other projects 4
Σχεδιασμός, έλεγχος
Planning, controlling
<Ημερ.1>
<Date 1>
<Ημερ.2>
<Date 2>
<Ημερ.3>
<Date 3>
<Ημερ.4>
<Date 4>
Πρόοδος Project progress
Χρονοδιάγραμμα Project schedule
Κόστη Project costs
Πόροι Project resources
Οργάνωση του Έργου
Project organisation
<Ημερ.1>
<Date 1>
<Ημερ.2>
<Date 2>
<Ημερ.3>
<Date 3>
<Ημερ.4>
<Date 4>
Ρόλοι Project roles
Επικοινωνία Project communication
Κουλτούρα Project culture
Ομαδική εργασία Project teamwork
Σχέσεις περιβαλλόντων του έργου
Project environment relationships
<Ημερ.1>
<Date 1>
<Ημερ.2>
<Date 2>
<Ημερ.3>
<Date 3>
<Ημερ.4>
<Date 4>
…
…
…
…
Γενική κατάσταση
Overall
<Ημερ.1>
<Date 1>
<Ημερ.2>
<Date 2>
<Ημερ.3>
<Date 3>
<Ημερ.4>
<Date 4>
<Ονομασία Έργου> <Project name> 3
Πολύ καλή 1 Very good
Καλή 2 Good
Μέση 3 Ok
Κακή 4 Bad
Πολύ κακή 5 Very bad
Fig. 5: “Project Score Card” template
8. PM-05 - Advancing Project Management for the 21st
Century
“Concepts, Tools & Techniques for Managing Successful Projects”
29-31 May 2010, Heraklion, Crete, Greece.
- 8 -
5 Conclusions
A comprehensive “Guidelines and Project Management Handbook” tool, which would
be easy to use by the Greek NGOs who base their activity on volunteer work and
lack of trained full-time personnel, is proposed by the authors. The authors
targeted mostly the medium and small NGOs with the above characteristics, but the
proposed tool can also be used by the larger NGOs with more experience. These
“Guidelines” may support Greek NGOs to be certified under the ELOT 1429 and
1430-3 Standards and ensure their candidature for European Union co-financed
Projects. But, most of all, these ‘Guidelines” are a tool for their continuous
improvement – kaizen, into their “journey towards excellence”, under the very
spirit of “APOPLOUS - Code of Values, Organization, Conduct and Practice”.
6 References
European Commission – EuropeAid Cooperation Office (2004), “Aid Delivery
Methods – Project Cycle Management Guidelines”.
Depountis, N. and Katsarelis, T. (2008), “APOPLOUS – Code of Values,
Organization, Conduct and Practice for Greek NGOs”.
Depountis, N. and Katsarelis, T. (2008), “Standards and Certification of NGOs”,
Proceedings of the 3rd
National Conference on Standardization, Standards and
Quality”, Thessaloniki.
Depountis, N. and Katsarelis, T. (2009), “Project Management Guidelines for Greek
NGOs”, Proceedings of the 6th
Conference “Standardization, Prototypes and
Quality: A means of Balkan Countries Collaboration”, Thessaloniki.
Gareis, R. (2005), “Happy Projects”, MANZ Verlag, Vienna.
Gaskin, K. (2006), “Risk Toolkit: How to take care of risk in volunteering – A guide
for organisations”, The Institute for Volunteering Research & Volunteering
England.
Gower (2000), “Handbook of Project Management”.
Harrington, H. and McNellis, T. (2006), “Project Management Excellence”, Patton
Press.
International Project Management Association – IPMA:
http://www.ipma.ch/Pages/default.aspx
Leipziger, D. (2003), “The Corporate Responsibility Code Book”, Greenleaf
Publishing Limited, Sheffield.
PMI (2004), “A Guide to the Project Management Body of Knowledge – PMOBK”.
Project Management Association Austria – PMA: http://www.p-m-a.at/content.php
Project Management Association Greece – PM Greece: http://pmgreece.gr/