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Fujitsu - Shared Knowledge is Power - Building a Project Management Community...Wellingtone
Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.
Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.
As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.
Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.
Introducing the UK Government’s Project Delivery Standard webinar
Thursday 25 October 2018
Panel:
Tony Meggs, Robert Buttrick, Jai Grygoruk and Fiona Spencer
Host:
Merv Wyeth
The write up page URL with additional embedded resources:
https://www.apm.org.uk/news/introducing-the-uk-government-s-project-delivery-standard-webinar/
The document summarizes the March 2011 meeting of the Assurance Specific Interest Group. It discusses that the group aims to be a center of excellence for project and program assurance. It outlines the group's vision, mission, and current workstreams which include developing a knowledge base, agreeing on assurance definitions, and providing guidance on integrated assurance and measures for assuring projects. The group seeks to develop best practices and standards for project assurance.
This presentation was given by Roger Garrini of Selex ES (and also a Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
APM Programme Management SIG Conference.
Equipping Programme Managers for Global Success - The evolution of programme management: insights from an international perspective, Reinhard Wagner, 10 March 2016
The document outlines the Development Bank of Southern Africa's efforts to develop a capacity for innovation within the organization from 2005-2009. It discusses establishing an Innovation and Entrepreneurship Unit, providing training to staff, selecting innovation champions, and creating programs to embed a culture of innovation like staff awards and a creativity space. The goals are to foster innovative projects within the bank and with strategic partners, and lay the foundation for an open innovation system.
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
Fujitsu - Shared Knowledge is Power - Building a Project Management Community...Wellingtone
Presented by Paul Jones P&PM Process Champion, Fujitsu
Presentation Synopsis: Understanding your customers’ changing organisation is difficult enough, but combined with your own ever changing organisation and the faster pace of project delivery we need to leverage more than just our own knowledge and experience. A strong project management community driven by knowledge sharing may be the answer you need.
Fujitsu’s vision is about providing the ability for project managers to share and interact with other members of the community, sharing knowledge and experience, but just as important is taking that knowledge back into the organisation. All of this needs to support the individual in developing their professional career and the organisation improving its project delivery. The size of your organisation is irrelevant, every organisation can benefit from a knowledge based community, it is how you shape the community to meet your needs that will deliver the benefits.
As Project Managers we do not deliver, we do not cut code or build bridges, we work with teams and stakeholders to ensure that delivery is done. The job is about working with people, breaking down barriers, reducing risk, managing change. To do this well it’s not about “know what” it’s about “know how”. Better access to knowledge and the support to use it wisely means faster, cheaper and higher quality projects.
Our community framework is underpinned by the knowledge cycle which takes the know how from individuals to continually improve corporate knowledge. In turn corporate knowledge sets the standards for your project managers and raises project management capability. It is the flow of what you know and what you need to know.
Introducing the UK Government’s Project Delivery Standard webinar
Thursday 25 October 2018
Panel:
Tony Meggs, Robert Buttrick, Jai Grygoruk and Fiona Spencer
Host:
Merv Wyeth
The write up page URL with additional embedded resources:
https://www.apm.org.uk/news/introducing-the-uk-government-s-project-delivery-standard-webinar/
The document summarizes the March 2011 meeting of the Assurance Specific Interest Group. It discusses that the group aims to be a center of excellence for project and program assurance. It outlines the group's vision, mission, and current workstreams which include developing a knowledge base, agreeing on assurance definitions, and providing guidance on integrated assurance and measures for assuring projects. The group seeks to develop best practices and standards for project assurance.
This presentation was given by Roger Garrini of Selex ES (and also a Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
APM Programme Management SIG Conference.
Equipping Programme Managers for Global Success - The evolution of programme management: insights from an international perspective, Reinhard Wagner, 10 March 2016
The document outlines the Development Bank of Southern Africa's efforts to develop a capacity for innovation within the organization from 2005-2009. It discusses establishing an Innovation and Entrepreneurship Unit, providing training to staff, selecting innovation champions, and creating programs to embed a culture of innovation like staff awards and a creativity space. The goals are to foster innovative projects within the bank and with strategic partners, and lay the foundation for an open innovation system.
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
A presentation made by Paul Johnson (South Wales and West of England - SWWE - branch committee member) and Mike Donnington of Babcock International Group to the newcomers of the APM SWWE branch, at The University of South Wales, Newport campus on 10th October
The document summarizes an upcoming conference on project initiation setup for success hosted by the APM North West branch. The conference will be held on October 9th, 2018 at the Alderley Park Conference Centre in Cheshire. It will feature workshops and case studies on key factors for successful team setup, stakeholder engagement, and the role of the sponsor. Speakers will include experts from Ngagementworks, WSP, Marketing in Control Ltd, Liverpool Business School, and Dynamic Technologies Ltd. The goal is to provide practical learning and networking to help improve project work, as project initiation quality highly predicts later project success.
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.
Digital Transformation at the University of EdinburghMark Ritchie
This slide set provides an overview of the Digital Transformation portfolio of projects being led by Information Services at the University of Edinburgh. The slide set provides the current position on 30th April 2017. We'll update the slideset as work progresses.
Digital Transformation is about more than just technology. Our goal is to adopt new "digital first" ways of working which leverage technology, further our mission and provide a world class experience for our students and staff. Digital Transformation is a major, multi-year portfolio of programmes and projects. The current programmes are:
- Enterprise APIs - to develop a flexible and secure API framework to support development and deployment of user focused solutions more quickly and at lower cost
- Enterprise Data Warehouse - to provide a standards based, flexible and integrated platform for business intelligence and management information
- User Experience Services - to improve the digital experience by focusing on user-centred design through consistent standards, user experience services and training
- User Centred Portal and Notifications - to develop a new user-centred interface for the University Enterprise Portal (MyEd)
- Engagement - to drive engagement with Digital Transformation across the University and provide a governance framework for projects that are not part of other programmes
A further tranche of programmes and projects will come on stream later in 2017 with a the portfolio of work to be completed by Summer 2020.
Stakeholder perspective in project management - Massimo PirozziPMexpo
This document discusses stakeholder perspectives in project management. It begins by defining stakeholders as individuals or groups that can affect or be affected by a project's objectives. It then discusses how effective stakeholder relations management can support value generation and increase project success rates, especially for complex projects. Finally, it describes how stakeholder perspectives have gradually become more central to project management approaches over time, with standards like ISO 21500 and PMBOK guides incorporating stronger focus on stakeholder identification, engagement, and satisfaction.
This document summarizes research on evidence-based program planning for rural economic development in Alberta, Canada. It analyzes two past programs (RCED and RDI) that provided over $200 million in funding. The research found that participation in capacity building, having larger communities in a region, and access to a dedicated project coordinator increased the likelihood of starting and successfully completing projects. It concludes funders should ensure capacity building, not exclude very rural areas, provide access to coordinators, and evaluate longer-term outcomes like collaboration and sustainability.
UNESCO IFLA ICA Digital Preservation Roadmapneilgrindley
This is the presentation I gave as part of the joint UNESCO, IFLA and ICA initiative to discuss and launch a Roadmap for Digital Preservation. The meeting took place in The Hague 5-6 December 2013 and features some of the work carried out by the EC-funded 4C Project.
This document discusses 3 global trends in project management: 1) disruptive change is accelerating, 2) the number and complexity of projects is increasing, and 3) the shortage of project talent is increasing. It notes that PMI has over 467,000 members globally and provides data showing the percentage of projects meeting goals has remained flat at 64% despite increasing complexity. By 2020, 15.7 million new project management roles will be needed due to a shortage exacerbated by an aging workforce. High performing organizations that invest in training project managers achieve better results.
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
This presentation provides an overview of the content and features of the Social Impact Analysis course delivered on Efiko Academy in partnership with Social Value International. It is meant for people and organisations who seek to develop impact measurement and impact management skills.
The document discusses an external evaluation of the Language Interpreter Training as a Stepping Stone to Work (LITSSW) project conducted by The Gilfillan Partnership. The Gilfillan Partnership is a UK-based social enterprise focused on promoting equalities and social inclusion. They provide independent, objective evaluations of projects to assess progress, achievements, impacts, lessons learned, and sustainability. Their interim evaluation found the LITSSW project was working well, successfully transferring an exceptional community language interpreter training and employment model from one partner to others, and on track to achieve its intended results and early impacts. A final evaluation was planned for the end of October 2014.
PMOtto.ai - Personalised Project Management Through AI - FuturePMO 2018Wellingtone
Presented by: Allan Rocha, Managing Partner - PMOtto.ai
Presentation Synopsis: Save time and money, work smarter, and transform project users engagement with PMOTTO.ai: a new personal digital project management assistant. PMOTTO acts as an intelligent chatbot that gives you answers to questions, delivering data about your projects and resources, and helping you to perform your project tasks so you can focus on what really matters. Become more productive as a PMO lead, project manager or a project team member working with agility, responsive information, and engaging with a team in a natural way. Using machine learning and integrated with Microsoft Project Online PPM, PMOTTO learns over time and becomes more capable of recommending and predicting your projects outcome helping you make the right decisions at the right time.
By popular demand we present the 'ready for Change' Roadshow slides covering the PRINCE2 2017 Update, Change Management and 'A Cocktail of PM Approaches' how it all fits together
1) The document discusses portfolio management perspectives on governance and risk from two guest specialists - Lynne Ratcliffe from Yorkshire Building Society and Paul Morgan from SABMiller.
2) Lynne Ratcliffe discusses Yorkshire Building Society's approach to portfolio governance, including risk management processes, benefits management frameworks, and flexible governance based on assessment of complexity, capability and impact.
3) Paul Morgan outlines SABMiller's governance process involving demand approval and project delivery, underpinned by delegated authority levels to keep decision making relevant. He emphasizes accurate demand and project forecasting to provide a clear portfolio financial view.
The role of the Programme PMO Lead is evolving. Historically, these individuals have often been seen as competent followers of process; perfectly suited to taking direction and operating within tightly defined. Whilst those parameters are essential to a well-managed Programme, they are not the most value-adding things for the Programme PMO Lead to focus on.
At Dyson we are pioneering a concept where the Programme PMO Lead takes more ownership for the operational control of a Programme – effectively becoming the Chief Operating Officer; with the delegated authority to not just report on problems, but fix them too.
During this presentation, Steve will take delegates through how this approach not only speeds up problem resolution but increases engagement with PMO Customers.
Bobby Binns spoke at FuturePMO 2019; 1 day PMO Conference in London www.FuturePMO.com
O documento descreve uma visita de um escritor chamado Nuno Matos Valente à biblioteca de uma escola básica e secundária. Durante a visita, um aluno chamado Gonçalo encontrou um manuscrito do primeiro livro do escritor escondido no auditório através de um jogo de geocaching.
A presentation made by Paul Johnson (South Wales and West of England - SWWE - branch committee member) and Mike Donnington of Babcock International Group to the newcomers of the APM SWWE branch, at The University of South Wales, Newport campus on 10th October
The document summarizes an upcoming conference on project initiation setup for success hosted by the APM North West branch. The conference will be held on October 9th, 2018 at the Alderley Park Conference Centre in Cheshire. It will feature workshops and case studies on key factors for successful team setup, stakeholder engagement, and the role of the sponsor. Speakers will include experts from Ngagementworks, WSP, Marketing in Control Ltd, Liverpool Business School, and Dynamic Technologies Ltd. The goal is to provide practical learning and networking to help improve project work, as project initiation quality highly predicts later project success.
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.
Digital Transformation at the University of EdinburghMark Ritchie
This slide set provides an overview of the Digital Transformation portfolio of projects being led by Information Services at the University of Edinburgh. The slide set provides the current position on 30th April 2017. We'll update the slideset as work progresses.
Digital Transformation is about more than just technology. Our goal is to adopt new "digital first" ways of working which leverage technology, further our mission and provide a world class experience for our students and staff. Digital Transformation is a major, multi-year portfolio of programmes and projects. The current programmes are:
- Enterprise APIs - to develop a flexible and secure API framework to support development and deployment of user focused solutions more quickly and at lower cost
- Enterprise Data Warehouse - to provide a standards based, flexible and integrated platform for business intelligence and management information
- User Experience Services - to improve the digital experience by focusing on user-centred design through consistent standards, user experience services and training
- User Centred Portal and Notifications - to develop a new user-centred interface for the University Enterprise Portal (MyEd)
- Engagement - to drive engagement with Digital Transformation across the University and provide a governance framework for projects that are not part of other programmes
A further tranche of programmes and projects will come on stream later in 2017 with a the portfolio of work to be completed by Summer 2020.
Stakeholder perspective in project management - Massimo PirozziPMexpo
This document discusses stakeholder perspectives in project management. It begins by defining stakeholders as individuals or groups that can affect or be affected by a project's objectives. It then discusses how effective stakeholder relations management can support value generation and increase project success rates, especially for complex projects. Finally, it describes how stakeholder perspectives have gradually become more central to project management approaches over time, with standards like ISO 21500 and PMBOK guides incorporating stronger focus on stakeholder identification, engagement, and satisfaction.
This document summarizes research on evidence-based program planning for rural economic development in Alberta, Canada. It analyzes two past programs (RCED and RDI) that provided over $200 million in funding. The research found that participation in capacity building, having larger communities in a region, and access to a dedicated project coordinator increased the likelihood of starting and successfully completing projects. It concludes funders should ensure capacity building, not exclude very rural areas, provide access to coordinators, and evaluate longer-term outcomes like collaboration and sustainability.
UNESCO IFLA ICA Digital Preservation Roadmapneilgrindley
This is the presentation I gave as part of the joint UNESCO, IFLA and ICA initiative to discuss and launch a Roadmap for Digital Preservation. The meeting took place in The Hague 5-6 December 2013 and features some of the work carried out by the EC-funded 4C Project.
This document discusses 3 global trends in project management: 1) disruptive change is accelerating, 2) the number and complexity of projects is increasing, and 3) the shortage of project talent is increasing. It notes that PMI has over 467,000 members globally and provides data showing the percentage of projects meeting goals has remained flat at 64% despite increasing complexity. By 2020, 15.7 million new project management roles will be needed due to a shortage exacerbated by an aging workforce. High performing organizations that invest in training project managers achieve better results.
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
This presentation provides an overview of the content and features of the Social Impact Analysis course delivered on Efiko Academy in partnership with Social Value International. It is meant for people and organisations who seek to develop impact measurement and impact management skills.
The document discusses an external evaluation of the Language Interpreter Training as a Stepping Stone to Work (LITSSW) project conducted by The Gilfillan Partnership. The Gilfillan Partnership is a UK-based social enterprise focused on promoting equalities and social inclusion. They provide independent, objective evaluations of projects to assess progress, achievements, impacts, lessons learned, and sustainability. Their interim evaluation found the LITSSW project was working well, successfully transferring an exceptional community language interpreter training and employment model from one partner to others, and on track to achieve its intended results and early impacts. A final evaluation was planned for the end of October 2014.
PMOtto.ai - Personalised Project Management Through AI - FuturePMO 2018Wellingtone
Presented by: Allan Rocha, Managing Partner - PMOtto.ai
Presentation Synopsis: Save time and money, work smarter, and transform project users engagement with PMOTTO.ai: a new personal digital project management assistant. PMOTTO acts as an intelligent chatbot that gives you answers to questions, delivering data about your projects and resources, and helping you to perform your project tasks so you can focus on what really matters. Become more productive as a PMO lead, project manager or a project team member working with agility, responsive information, and engaging with a team in a natural way. Using machine learning and integrated with Microsoft Project Online PPM, PMOTTO learns over time and becomes more capable of recommending and predicting your projects outcome helping you make the right decisions at the right time.
By popular demand we present the 'ready for Change' Roadshow slides covering the PRINCE2 2017 Update, Change Management and 'A Cocktail of PM Approaches' how it all fits together
1) The document discusses portfolio management perspectives on governance and risk from two guest specialists - Lynne Ratcliffe from Yorkshire Building Society and Paul Morgan from SABMiller.
2) Lynne Ratcliffe discusses Yorkshire Building Society's approach to portfolio governance, including risk management processes, benefits management frameworks, and flexible governance based on assessment of complexity, capability and impact.
3) Paul Morgan outlines SABMiller's governance process involving demand approval and project delivery, underpinned by delegated authority levels to keep decision making relevant. He emphasizes accurate demand and project forecasting to provide a clear portfolio financial view.
The role of the Programme PMO Lead is evolving. Historically, these individuals have often been seen as competent followers of process; perfectly suited to taking direction and operating within tightly defined. Whilst those parameters are essential to a well-managed Programme, they are not the most value-adding things for the Programme PMO Lead to focus on.
At Dyson we are pioneering a concept where the Programme PMO Lead takes more ownership for the operational control of a Programme – effectively becoming the Chief Operating Officer; with the delegated authority to not just report on problems, but fix them too.
During this presentation, Steve will take delegates through how this approach not only speeds up problem resolution but increases engagement with PMO Customers.
Bobby Binns spoke at FuturePMO 2019; 1 day PMO Conference in London www.FuturePMO.com
O documento descreve uma visita de um escritor chamado Nuno Matos Valente à biblioteca de uma escola básica e secundária. Durante a visita, um aluno chamado Gonçalo encontrou um manuscrito do primeiro livro do escritor escondido no auditório através de um jogo de geocaching.
This document provides an overview and analysis of the Australian housing market and economic conditions in January 2016. Some key points:
- Residential real estate accounts for over half (52.1%) of household wealth in Australia, totaling $6.4 trillion as the largest non-financial asset class.
- Housing price growth has been trending lower since July 2015, with annual capital gains falling from recent peaks in Sydney and Melbourne.
- Investor mortgage demand continues to decline while owner-occupier demand is rising, and the annual pace of investment credit growth is below the 10% benchmark.
- Listings are in seasonal decline while auction clearance rates shifted lower in late 2015 across major cities.
Who owns your body? Is it owned by the universe? by your parents? by the country? by god? or by yourself? How do people from different cultures feel about their bodies? Has globalization affected our nation of beauty? What are the emerging health and fitness trends?
For our newest Prosumer Report, Havas Worldwide Japan explores a number of aspects of how the consumers in Japan recognize their body, how they are reacting towards their physical looks and conditions, and how these factors are impacting consumption and marketing trends.
This document discusses file systems and their components. It describes the file system interface that allows users to access and manipulate files. Files have attributes like name, size, permissions etc. The main file operations are create, read, write, delete etc. Files can be ordinary, directory or special types. They can be accessed sequentially, directly or via indexes. Directories store information about files in a tree structure to allow efficient searching and grouping of related files.
The document provides information about life skills education for class 7 students. It discusses 10 core life skills identified by the World Health Organization: self-awareness, empathy, critical thinking, creative thinking, decision making, problem solving, interpersonal skills, effective communication, coping with stress, and managing emotions. For each skill, the document provides a brief definition and examples of suggested hands-on activities and exercises for students to practice and develop that particular life skill. The overarching goal of the life skills curriculum is to help youth develop competencies to effectively face challenges in their lives.
The document provides an overview of branding concepts including:
1. The workshop agenda covers topics like branding, brand identity, elements, positioning, and architecture.
2. Brand identity is how a company wants to be perceived and includes name, logo, tone, tagline. Brand image is the actual consumer perception.
3. Brand elements that build identity include the name, logo, tagline, characters, and the look and feel across visual, sonic, taste, scent, and tactile aspects.
4. Brand positioning is the benefit the brand wants consumers to perceive in order to own a unique, credible place in their mind.
This document summarizes the Almag-02 magneto therapy device for pulsed electromagnetic field (PEMF) therapy. It can be used in physiotherapy clinics, hospitals, and homes to improve blood flow, cellular energy and healing through low frequency magnetic fields. The PEMF therapy increases ATP, oxygen levels and tissue repair while reducing pain, swelling and inflammation. The document lists approved uses in various countries and provides examples of using PEMF to regenerate osteoarthritis cartilage and treat venous ulcers. It highlights the advantages of the Almag-02 device such as programmed parameters, easy use, localized exposure, deep field penetration and ideal price/performance.
The document discusses innovative theories and therapies for massage therapists and hydrotherapists. It covers topics like PNEI, homeopathy, physiologic regulation medicine, low-dose chemistry, electromagnetism, electromagnetic diagnosis and therapies using ELF, EHF and light. It also discusses water therapies using memory and coherence, and future therapies involving electromagnetic infoceuticals and torsional holographic devices. It provides an agenda covering these topics in more depth and discusses using combinations of techniques like pulsed voltages, vortexes, ions, sound, plasmas, water cavitation, coils and magnets to extract zero-point energy.
This document discusses fluent interfaces and provides examples of how they can be implemented. It begins with an example of refactoring legacy code to use a fluent interface to improve readability. It then discusses different design patterns that can be used to implement fluent interfaces, such as method chaining, builder, and facade patterns. The document concludes that fluent interfaces can improve code readability but require additional effort and may complicate debugging.
Tamkene Saudi Training Center provides health and safety training and certification courses in the Middle East. It offers a wide range of accredited courses from international organizations to help companies meet industry standards. Tamkene aims to equip workers with the necessary skills to improve safety performance through engaging, participatory training led by experienced instructors.
This document provides a summary of Shivaji S. Bikale's career profile. It summarizes his work experience of over 8 years in supply chain management, warehousing, inventory management, and logistics. It details his current role as Executive - Logistics - Supply Chain at Samsonite South Asia Pvt. Ltd., where he is responsible for warehouse operations and inventory management. It also lists his past experience with Future Supply Chains Solutions Ltd. and Kaveri Warehousing Management Service Pvt. Ltd. The document outlines his educational qualifications and technical skills in areas such as SAP, MS Office, and inventory management software.
This document contains references to various clothing items including kids dresses, swim bags, kaftans, romper dresses, tops, hooded dresses, tunics, beach pants, cabana dresses, skirts, and pareos. The items are made from materials like terry, knit, and feature prints like fish.
Obama becomes first US president to take in India's Republic Day paradeoddfruit6315
President Obama became the first US president to attend India's annual Republic Day parade as chief guest of honor. The parade featured displays of Indian military hardware and cultural performances. Obama met with Indian Prime Minister Modi and they expressed their commitment to strengthening ties between the US and India. They announced progress on implementing a 2008 civil nuclear deal and other defense and economic agreements. Obama pledged $1 billion to support US exports to India and urged business leaders to increase trade between the two countries.
This document lists 6 image sources from Flickr.com that were accessed on March 3rd, 2015. Each citation includes the photographer's name, image title, date published, website URL, and date accessed. The images relate to photography composition techniques like rule of thirds, simplicity, and balanced elements.
The document provides an overview of knowledge management initiatives at the Food and Agriculture Organization (FAO), including a Knowledge Sharing Skills Programme and efforts to improve knowledge management in project supervision and design. The Knowledge Sharing Skills Programme aims to train 400 field-level stakeholders in knowledge sharing skills over 18 months. A review found that most projects report some knowledge sharing activities but rarely identify key themes or link to objectives. The document discusses improving reporting on lessons learned and knowledge management in project design.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Enabling Step Change in your PPM Maturity - Vince Hines | Project Challenge, ...Wellingtone
The State of Project Management is the largest annual piece of research of its kind in the UK. Published by Wellingtone and involving hundreds of organisations it provides deep insight into the state of our industry.
Vince will combine this data with practical advice on how your organisation can use this knowledge to enable a step change in your project and portfolio management maturity. You will gain rich industry data and thought provoking practical advice from this entertaining presentation.
The document discusses the need for project management skills in today's changing environment where unpredictability is common. It argues that project management is not difficult and describes Ian Seath's practical approach, which focuses on giving people skills through working on real projects. The benefits seen by clients include improved ability to define objectives, set plans, and achieve results through a structured yet flexible methodology.
PMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdfWellingtone
Matt Warren is currently Head of PMO at Capita PLC. He has experience implementing PMOs in both the private and public sectors. While there are differences, such as skills/experience of staff and focus on users vs profits, there are also commonalities around challenges demonstrating value. Both sectors can learn from each other - the public sector can focus more on efficiencies from the private sector, while the private sector can professionalize staff like the public sector. The key challenges for PMOs are the same regardless of sector.
WFP Specialist Assignment_ JD Business AnalystSyed Younus
The document describes a Business Analyst role with WFP to develop a service catalogue mapping WFP client interactions and services. The 4-month project involves gathering requirements, analyzing processes, and translating requirements into a structured online tool. The analyst will work closely with a core team and technical developer to design the tool architecture and content structure, ensure requirements are met, support testing, and propose a roll out process. The ideal candidate has experience defining and analyzing business requirements, designing online tools, and project management. Fluency in English is required with knowledge of French and Italian preferred. The starting date is November 2010.
This document outlines an approach to organisational change management with the following key elements: conducting a change readiness assessment to identify potential risks and develop action plans; creating a communications strategy and plan to inform stakeholders; establishing a change facilitator network of internal champions to build change awareness; and developing a transition management plan to address the human aspects of change throughout the project duration. The goal is to manage the people components of a business transformation initiative to successfully realise the desired outcomes.
This document discusses organisation change management. It provides an overview of key aspects of change management including change readiness assessment, communications strategy, establishing a change facilitator network, and developing a transition management plan. The goal is to manage the people components during a business transformation initiative to help ensure the desired outcomes are achieved. A structured change management approach is advocated to help address implementation issues, build commitment rather than just compliance, and align organisational performance with the goals of the change.
The document discusses how NGOs need to become more agile, entrepreneurial, and digital to adapt to changing conditions. It emphasizes that NGOs must be able to pivot quickly, test new approaches, and scale what works. To do so requires embracing digital tools to improve collaboration, adopting more flexible organizational structures, and diversifying funding sources beyond just a few large donors. The future of NGO success lies in having the agility to innovate and adapt on an ongoing basis through the strategic use of data and technology.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
Are sponsors ‘for Christmas’ or ‘for life’? Have your say
Journey Assurance Royal Mail presentation created by Peter Horsted, and on the evening presented by Ashley Cox
evening event by the APM Governance Specific Interest Group
Tuesday 15 May 2018
Event write up:
https://www.apm.org.uk/news/are-sponsors-for-christmas-or-for-life-have-your-say/
The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh.
The key points covered are:
- The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year.
- Feedback from participants was overwhelmingly positive, averaging 94%.
- Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed.
- Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.
Enabling Step Change in your PPM Maturity | Wellingtone PPMWellingtone
A presentation from Wellingtone PPM; a Microsoft Gold Partner. The event at the Microsoft office in Dublin on 11th October 2018 saw delegates being shown how they can increase their PPM Maturity and leverage Microsoft Project Online to improve their project & resource management approach. Presented by Vince Hines, Managing Director and Baz Khinda, Director at Wellingtone
The document announces the 2013 ProjectWorld conference which will focus on providing practical professional development for project managers and business analysts to help them better communicate the value of their work and adapt to increasing complexity, with new sessions on topics like systems engineering, leadership, and virtual teams. The 3 day conference in Orlando will feature over 40 breakout sessions and keynote speakers addressing challenges like agile methods, requirements engineering, and social project management.
The document provides details about a workshop on introducing the Logical Framework Approach (LFA) as a project planning tool. It includes an agenda with sections on introducing participants, an overview of LFA including its history and benefits, components of project planning, and an example of applying LFA to modernize settlement services. The workshop aims to help participants understand LFA and use it as an analytic framework for participatory project planning, assessment, and evaluation.
Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.
This document summarizes research on assessing the sustainability of projects funded by the National Science Foundation's Advanced Technological Education (ATE) program. The research defined sustainability elements, developed survey measures, surveyed ATE project leaders, and analyzed results. Key findings include: ATE projects report considerable sustainability in programs, collaborations, materials and other areas; non-NSF revenue is difficult to obtain; and projects focus sustainability efforts on expected success areas with reasonable expectations. The research provides a framework and initial evidence for measuring sustainability of educational projects.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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4. How do we make it Appropriate?
How do I align PM
methodologies
with Log Frames?
We’ve tried
existing tools but
we would need to
do a major
process change.
What about NGO’s
needs and
expertise with
monitoring and
evaluation?
5. So, how is it actually different?
What does Appropriate mean?
Core PM Skills
and Tools
More Emphasis
on
Design/Needs
Analysis
More Emphasis
on M&E
Aligns with Log Frames &
Grounded in our Language/Context
6. Would it be accepted?
NGO
Working
Group
Proof of
concept in
DC/London
S. Africa
Multi-
agency
Pilot
WV-Zambia
Pilot
“This is the best thing that has ever
happened to projects and project
management in the development sector.”
- WVI Zambia
7. How do we make it Affordable?
Private Sector
Solutions
Typical
Classtoom
Training
Goal for
PMDPro
Training
PMDPro Free
Option
10. A focus on building local capacity
Some of the programs/projects have
actually trained their
communities on how to make use of
some of the tools offered in this course.
75%+ of PMDPro 1
candidates are from
developing countries
11. The Result: PMDPro—Integrated System
Job Aids
Self-paced
online
Instructor-Led
Training(F2F & Online)
Training Materials
Certification (Three Levels)
Body of Knowledge
13. 0
500
1000
1500
2000
2500
3000
3500
2010 2011 2012 2013 2014
PMDPro1 Candidates by Year
Africa
45%
Asia
11%
Europe
7%
N. America
15%
C/S
America
22%
PMDPro1 Candidates by Region
Since 2010
Steady
Global
Growth
16. Projects with PMDPro are
more effective
95% of responding field leaders
agreed that the investment in project
management training for their team has
paid off – Mercy Corps
86% of trained project managers
made changes to their practice; 44% made
significant changes – Mercy Corps
I am seeing a greater
seriousness with on
time reporting,
and also a greater
sense of urgency
around “hitting
the targets” as
planned and within the
planned timeframe.
- CRS
Reports from the projects have shown an
improvement on the way projects are
managed…which include budget expenditure
aligned with the targets. - CRS
17. PMDPro is also Actionable
“88% describe the training as directly relevant
to their work.” – LINGOs survey results 2015
18. PMDPro is more than individual
professional development
Common Language
and Tools
Organizational
Capability
19. Customize | Curate | Integrate
Rollout
Who, where,
how
Tools and
ProcessesWhich ones
Existing
frame-
works
Aligning and
refreshing
24. Accountability and
Transparency
“Stakeholders are much happier with
the progress updates and the turn
around time and resolutions on issues
that need attention—
There is more
transparency with the
projects and with all
stakeholders.”
--WVI South Africa
25. Get Involved: From Pockets of
Excellence to Systemic Change
• What does the future look like to you?
• What emerging issues, trends,
challenges exist that we can address?
• What does building local capacity look
like?
• How might the PMDPro model be
applied to other skills/disciplines?
Our projects are often over budget, are yours?
Delays are more common than we would like.
What’s the true cost of a “no cost” extension—in terms of re-allocating human resources? Support costs?
Do you know of any existing training that is appropriate? Not too expensive?
Our project teams, local implementing partners, and our own support services are not all using the same language; they are not as strong a team as they could be.
These are the questions that some of our LINGOs members—all large INGOs—came to us with in 2009.
LINGOs works with over 85 INGOs to build their learning cultures so that they can do training and capacity building in a more efficient and effective way. We also have a long track record of finding and bringing best practice private sector training solutions to the NGO sector. In fact, each year we leverage over $3mm in donated products and services on behalf of the international NGO sector to help improve our collective training and capacity building.
IN 2009, there were no existing NGO sector-wide initiatives around PM; no one fulfilling this role. So, naturally, our members came to us and said, help…please find us some training that would help us improve our project management.
But helping in this case, meant re-framing the question. LINGOs convened a working group of project experts from the NGO sector to better understand what problem are we trying to solve. We also included PM expertise from the private sector. And quickly the grouped realized—the existing private sector solutions, from software, engineering, construction, etc. were not appropriate. In fact, NGOs had a lot of experience with project design and evaluation but lacked good tools for project delivery—but simply applying existing private sector tools would not work. We needed a project management frame work that would be Appropriate to the development sector.
So, the working group set out to create a new body of knowledge for the iNGO sector and PMDPro was born. A new certified credential that not only recognize well-trained project managers in the sector but more importantly would create a common language and toolset for anyone delivering projects in our sector.
The real test of whether it was appropriate would be whether it would be accepted in the field. Early pilots of this new body of knowledge and the tools were tested by World Vision in Southern Africa. The results were immediate. This works! “normally I go on trainings and get tools that help someone else write a report. Now I have tools that help me do my job”.
At the time, the available standards for project managers were only PMI and Prince2 and both had become expensive standards with layers of training consultancies and high cost exam fees. The working group agreed that if this was going to work—it needed to be affordable– not just for HQ staff but for field workers and local partners.
So Affordability became an important priority for the team. How can we build a structure to ensure its long term affordability and sustainability. That resulted in low-cost F2F trainings, free and open access to all the guides, as well as free online modules created by LINGOs.
So LINGOs, after it created the body of knowledge and the exam, provided the IP to a newly created NGO, PM4NGOs with the express purpose of ensuing that they would own and curate the body of knowledge and ensure access to anyone in the sector, for free, forever.
APMG, the certifying body, then agreed to maintain low exam fees of $120 for HQ staff, $50 per exam/field staff, and $25 for local NGOs.
So, now we had Appropriate content that would be forever Affordable.
The third priority was that of Accessibility—which posed some challenges:
existing private sector training requires testing centers and/or local ATOs—nearly ZERO in the developing world! So we could not replicate that mode.
Availability of trainers, facilitates etc. for F2F training in the field
There is a role for interactive Face to Face training in any initiative, but the working group knew that if the model to deliver PMDPro was based only on Face to Face trainings than only staff near regional hubs like DC, London, Nairobi or JoBurg would receive it—and that is not where most projects happen. Furthermore, F2F training is not always the most affordable.
(3) Language accessibility
Being accessible meant also being in the local languages.
So, today LINGOs offers 100% entirely self-paced online learning modules in four and soon to be five languages—totally free. We also offer blended learning courses online for a low fee in English, French, Spanish and Portuguese.
Do people still request F2F training—of course, and in the past twelve months, we’ve delivered them courses around the world from Katmandu to Abuja and Kabul to Chiapas. But the accessibility of the online learning is what is driving the broad-based, grassroots adoption of the model.
The result has been exactly what had been hoped for. Local partners are an important part of the story of PMDPro. Because of the open model, it is easy for INGOs to include local partners in the training equation. LINGOs led a project in Latin America that was almost exclusively local organizations that has resulted in over 2000 people being trained. In total over 75% of the PMDpro1 candidates are in developing countries.
But it goes a step further. The model is designed to so the capacity to train others is developed locally. We have trained organizations in Nigeria, South Africa, Mozambique, Jordan, Brazil, Guatemala, Panama to name a few, so that the expertise on PMDPro is retained locally. These local organizations are able to add a new layer of appropriate, local context. They are able to deliver high quality and affordable training in the local language. In fact, the guide has now been translated into at least 7 languages and the exam is available in five major languages of Eng, Fr, Sp, Port, and Arabic.
There are also are additional training partners in the US (InsideNGO) and UK (RedR)
and several NGOs have trained their own local trainers, including WVI, MC, Heifer.
And finally, we have some projects, where the local community leaders are being trained in using the same tools; in fact this a significant component of a Heifer project in Mexico.
So, here we are. We will be announcing in the next few weeks, the certification of the 10,000th person from over 70 countries. Staff from INGOs and local NGOs. Program staff and support staff. And mostly driven from the local level. There is no donor requiring this. And with the exception of a couple of NGOs, this has not been driven from the top or from HQ. These results have happened because development practitioners are looking for tools to be more effective and they see that this works!
I recently joined LINGOs and I am new to the development sector. In my previous role as the CEO of eCornell, an online education company associated with Cornell University in the United States, I had a broad view of professional development, mostly in the private sector.
And I can attest—the success of PMDPro in such a short period of time is rare, perhaps even unique. The rapid growth of the certification without enforced compliance, or without a strong market-facing profit motive for trainers, and even without any real sense that of upward mobility upon completion speaks volumes about the demand and effectiveness of the program. In addition, the geographic diversity and reach about traditional urban and commercial centers is a testament to the success of the model.
Furthermore PMI, took 10 years to reach the same milestone in the private sector.
Its ability to be appropriate, affordable, and accessible have proven to be three critical keys of success.
10,000 people, but so what? Are the projects better? Are people who are trained delivering better outputs and/or outcomes? The early feedback and results, both qualitatively, and quantitatively is YES!
The reason for these data, is that people are applying the tools on the job. A new language around Risk Registers, Issue Logs, and Work Breakdown Structures are becoming common place. So, the program is achieving the holy grail of all training which is “transfer to the work environment”. And that’s happening because the materials and training are focused on being Actionable. By adding this fourth principle or pillar to the formula, PMDPro is able to move from knowledge development to skills application.
The certification process has obviously encouraged a lot of people, 10,000+, to improve their skills. And if the story ended there, it would be a good story. But it doesn’t, because what is emerging are stories of organizational capability development. A story of how when PMDpro is applied in a region or even globally, the organization sees higher level benefits than just individual skills building.
There is a lot of flexibility for an organization to customize its approach to rolling out PMDPro. For example, CRS started in a single region and developed significant capacity in East Africa, for example, and is using that experience as it brings the capability to new geographies. Mercy Corps has invested in creating a Project Management office to manage the integration of PMDpro with other toolsets and oversee its rollout and implementation, Heifer is taking a global rollout with strong support from its executives while still providing regions with ownership and autonomy over the rollouts.
PMDPro is also not a one size fits al model. Organizations can curate which tools and components to use that meet their needs. By assessing their project processes, organizational leaders are identifying which parts of PMDPro make sense.
And part of that curation is integration with existing tools and processes. MC for example has tightly integrated PMDPro into their own internal PM@MC systerm. Heifer is adopting some new tools from PMDPro, keeping some of their existing tools but also throwing away some of their tools they had been using that are no longer useful.
Let’s look a little deeper at Heifer where there is strong support at the CEO and senior leadership level. The rollout at Heifer has included an executive briefing for the entire executive team to ensure that there was consistent language, objectives, and buy-in. PMDpro is part of a broader effort at Heifer where they are looking at all of their in order to re-focus their work. Hiefer is also exploring how to also adapt IT systems to support a unified approach to projects. And now, some of their donors are getting involved, for example in Mexico where the Buffet Foundation has been working with them and now in Haiti where the team is beginning an in-depth assessment of how to integrate their local partners into one system.
So, we are now at a very interesting pivot point. We have strong grassroots demand for the certification to support individual professional development. We have a few large INGOs who have adopted this as their standard. We have pockets of local partners in a few countries who work with a few NGOs who are being trained. But what about the sector? Can we scale this effort up to make a difference? What would such an effort look like? What could be the drivers for this change?
You’ll probably agree that we are working in an environment of increasing complexity. The challenges and the sector responses are getting bigger with more actors, and more diverse actors. The funding environment is shifting with an increased demand for more direct local funding. The geo-political environment is changing, usually not for the better in many places. How can we manage differently in this more complex environment?
The trend for building stronger local capacity continues with increased donor funding for it. As INGOs how can PMDPro help to bring a more systemic approach to capacity building?
There are many initiatives in the sector to increase the accountability of all of us to the deliver the outcomes we promise and to be accountable to our beneficiary communities. How will be programs the necessary steps and tools to build into our projects and ensure accountability?
Finally, what comes with more accountability is also more transparency. While there are many dimensions to all of these changes and trends, we know that we can best respond if we have a new set of tools. PMDPro provides tools that helps teams to consistently and explicitly manage the increasing risk that comes with increased complexity. It provides a common language that can be extended from the executive leadership, to local and regional leadership and to local partners. The tools when applied correctly help us manage change in our projects and adapt accordingly and that allows to be more accountable for the outcomes we promise. And lastly, all of these changes create an environment where we can be transparent about the project because the information is readily available and up to date.