This presentation provides a quick overview about the leadership development of IT Professionals, key leadership issues and the benefits of using various best practice methodologies.
Project Management - Beyond the Finish LineDATA Inc.
The document discusses project management and benefits realization management. It presents two scenarios: 1) a process-driven PM approach that can result in lost opportunities, and 2) a PM approach that looks beyond process execution to facilitate organizational change. It then outlines how PMs can help realize business benefits and opportunities through various post-project activities like demonstrations, training, and developing case studies. A case study example shows how BRM was used to ensure an IT project delivered cross-departmental benefits.
Why projects fail avoiding the classic pitfallsTa Ngoc
This document discusses common reasons why projects fail and how to avoid failures. It identifies six major pitfalls: lack of constituent alignment, inadequate risk management, poor performance measurement, unclear project scope, insufficient communication, and failure to follow a project methodology. To improve success rates, the document recommends clearly defining objectives and goals, proactively managing risks, establishing baselines and metrics to track progress, gaining full agreement on scope, creating detailed communication plans, and strictly adhering to a project management methodology. Automation and project management tools can also help by providing oversight and reporting to catch issues early.
This document discusses the benefits of adopting a project management approach for organizations. It outlines strategic benefits like ensuring projects are tied to business goals and objectives. Tactical benefits for management include providing confidence that project objectives will be met through using plans, change control, and communication. For projects, the framework addresses elements needed for success. Benefits also include improving aspects of the organization's infrastructure like communication skills and procurement practices. Additionally, properly managed projects can create a positive working environment and boost employee satisfaction and morale.
This document provides an overview of IT project management. It describes the scope of project management and defines it as applying knowledge, skills, tools, and techniques to project activities to meet requirements. It discusses why IT projects often fail, citing factors like changing technology and markets. The document also outlines the project life cycle, systems development life cycle, PMBOK knowledge areas and process groups, and trends in software project management like agile methods.
Michael Krigsman, CEO of Asuret Inc., presented on governance and failure. He discussed how 30-70% of IT projects are late, over budget or don't meet requirements despite methodologies and tools. Governance issues like lack of alignment between business and IT are common causes of failure. Asuret uses a failure analysis simulation to measure 7 key factors of success and gain insights from stakeholders to better understand and prevent failures. Key lessons included the importance of knowledge sharing, early warning signs, and exercising wise judgment.
This presentation was given by Andy Murray of Outperform (and 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.
This presentation was given by Stuart Collins of the BBC 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.
The document provides answers to questions about investment projects being considered by Pan-Europa Foods. It conducts financial analyses of 11 projects using NPV and lists them in order of ranking. It then discusses adjusting the analysis for risk, time value of money, project lifetimes, and size. Based on strategic fit, mandatory status, IRR, payback period, risk level, and other qualitative factors, the recommended projects are: Effluent Treatment, Eastward Expansion, Southward Expansion, Snack Foods, and Inventory Control.
Project Management - Beyond the Finish LineDATA Inc.
The document discusses project management and benefits realization management. It presents two scenarios: 1) a process-driven PM approach that can result in lost opportunities, and 2) a PM approach that looks beyond process execution to facilitate organizational change. It then outlines how PMs can help realize business benefits and opportunities through various post-project activities like demonstrations, training, and developing case studies. A case study example shows how BRM was used to ensure an IT project delivered cross-departmental benefits.
Why projects fail avoiding the classic pitfallsTa Ngoc
This document discusses common reasons why projects fail and how to avoid failures. It identifies six major pitfalls: lack of constituent alignment, inadequate risk management, poor performance measurement, unclear project scope, insufficient communication, and failure to follow a project methodology. To improve success rates, the document recommends clearly defining objectives and goals, proactively managing risks, establishing baselines and metrics to track progress, gaining full agreement on scope, creating detailed communication plans, and strictly adhering to a project management methodology. Automation and project management tools can also help by providing oversight and reporting to catch issues early.
This document discusses the benefits of adopting a project management approach for organizations. It outlines strategic benefits like ensuring projects are tied to business goals and objectives. Tactical benefits for management include providing confidence that project objectives will be met through using plans, change control, and communication. For projects, the framework addresses elements needed for success. Benefits also include improving aspects of the organization's infrastructure like communication skills and procurement practices. Additionally, properly managed projects can create a positive working environment and boost employee satisfaction and morale.
This document provides an overview of IT project management. It describes the scope of project management and defines it as applying knowledge, skills, tools, and techniques to project activities to meet requirements. It discusses why IT projects often fail, citing factors like changing technology and markets. The document also outlines the project life cycle, systems development life cycle, PMBOK knowledge areas and process groups, and trends in software project management like agile methods.
Michael Krigsman, CEO of Asuret Inc., presented on governance and failure. He discussed how 30-70% of IT projects are late, over budget or don't meet requirements despite methodologies and tools. Governance issues like lack of alignment between business and IT are common causes of failure. Asuret uses a failure analysis simulation to measure 7 key factors of success and gain insights from stakeholders to better understand and prevent failures. Key lessons included the importance of knowledge sharing, early warning signs, and exercising wise judgment.
This presentation was given by Andy Murray of Outperform (and 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.
This presentation was given by Stuart Collins of the BBC 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.
The document provides answers to questions about investment projects being considered by Pan-Europa Foods. It conducts financial analyses of 11 projects using NPV and lists them in order of ranking. It then discusses adjusting the analysis for risk, time value of money, project lifetimes, and size. Based on strategic fit, mandatory status, IRR, payback period, risk level, and other qualitative factors, the recommended projects are: Effluent Treatment, Eastward Expansion, Southward Expansion, Snack Foods, and Inventory Control.
This white paper discusses the need to better link change management and risk management on projects. It argues that change managers are essentially risk managers as their primary role is to mitigate stakeholder-related risks. However, change management plans are often developed separately from risk registers and not aligned. The paper recommends replacing separate change management plans with a revised risk register that becomes the change management plan. This would ensure risk mitigation strategies and change management activities are better integrated and aligned to the project's goals.
This document provides an overview of the content that will be covered in the MIT32 Project Management lecture course. It introduces key concepts like what a project is, the role of a project manager, and different project organizational structures. It also discusses challenges in project management and why the discipline is important. The course will cover topics such as project lifecycles, selecting projects, and the relationship between projects and their parent organizations.
Project Governance – Supporting Your Pmomrubenstein54
The document discusses project governance and how it is integrated with organizational governance. It outlines some of the biggest factors facing IT projects, including communication and information overload. The objectives of the session are to facilitate participation, communication, and understanding of organizational and project governance.
This document discusses change management and its importance in organizational change. It notes that businesses must constantly adapt to changing environmental conditions in order to survive. Some key factors driving change include globalization, rapid technological advances, and changing skill requirements. True implementation of change goes beyond just installing new systems and requires commitment from employees to adopt new behaviors. Change management focuses on the human aspects of change to help organizations achieve expected benefits from projects, not just install new systems. An integrated approach considering both change management and project management principles is needed to ensure successful implementation of changes.
Programme management has evolved over the past 10 years but still has room for improvement. While the use of portfolio management and benefits tracking has increased, many organizations do not use these techniques fully or allow political support to outweigh project viability. Speakers discussed how benefits realization, governance, and a focus on people aspects have improved but are still challenges. The field continues to mature with growing guidance resources and recognition that leadership must guide change management for success.
A successful Technical Project Manager (TPM) requires the technical know-how to do their job. This includes project management-specific abilities, as well as knowledge of their industry. A PM needs to have industry-specific knowledge and understand how it works in that day-to-day work may differ differ greatly depending on the industry in which they work.
Lisa Scott is the Project Manager for Customer Service and Technical Assistance Center. She oversees 5 primary areas: business process management, business solutions management, program management, project management, and systems and analytics. She works with cross-functional teams to drive new initiatives and programs through project leadership, process improvement, program establishment, technology optimization, and data analysis. Her responsibilities also include coaching direct reports and reviewing various operational reports.
Challenges faced in project managementTobby Hedges
Project management faces several common challenges including geographically separated teams that require effective communication, improper choice of tools that can cause compatibility issues or waste resources, and improper resource management that can lead to shortages or surpluses. Other challenges include accessing the large number of documents generated over the course of a project in a fast and secure manner to avoid delays or failures. Training courses at The Injazat Institute in the UAE aim to equip project managers with the skills to overcome these challenges through leadership training and soft skills development.
A Systems Thinking Approach to Benefits Realization PlanningSystems Thinking IT
Organizations almost invariably do a poor job with Benefits Realization.
The Sponsor fails to take accountability for benefits after the project delivers, there's a failure to effectively plan for and agree on measurements of success, or underinvestment in organizational change management to ensure successful transition into BAU.
Learn how to use Systems Thinking to overcome these common problems.
The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
Jean Claude Vincendeau is an international senior executive with experience leading large-scale global programs and operations management. He has a track record of delivering projects on time and under budget through strategic vision, business process optimization, and driving performance. References highlight his ability to recognize what needs to be done to achieve goals and increase productivity by over 200%. Vincendeau seeks to leverage his leadership skills and focus on accountability, communication, and problem-solving to provide a greater return on investment for companies.
This document discusses effective software project management and focuses on the four key aspects: people, product, process, and project. It emphasizes that establishing objectives and scope for the product is important before planning a project. It also stresses the importance of using a software process framework to develop a comprehensive development plan and avoiding common signs of project failure. Finally, it outlines some advantages that effective management can provide, such as reduced costs, better information and control, and a competitive advantage.
Agile Program Management: Moving from Principles to PracticeGlen Alleman
Agile program management is the “glue” between IT
strategy and the delivery of business value. Capabilities-based
planning identifies needed features and functions, allowing
the portfolio manager to incrementally measure value through
the assessment of the increasing maturity of significant
accomplishments and exit criteria that represent the
business capabilities.
The document provides an overview of key concepts in project management including project life cycle models. It discusses the purpose of project life cycle models and distinguishes between project and product life cycles. Generic project life cycle phases including initiation, intermediate, and closing phases are presented. The document also outlines different project life cycle models for various applications such as information technology and pharmaceutical projects.
There are many myth and misunderstanding around what program management is - this is a deck not only captures what I define for the PGM team as the head of program management for multiple startups, it's also an interview presentation I made to my hiring committee (CEO, CTO, CPO, CFO, CMO, CHRO etc).
The principles have been incorporated into a product we built - dragonboat.io
Questions and comments - twitter: @beckyflintsf
The document provides an overview of the experience and qualifications of Steinar Hjelle. It highlights his experience in financial management, leadership, performance measurement, eBusiness technologies, project management, change management, strategic vision and planning, and industry experience. His education includes an MBA and BS in Mathematics/Statistics. Key areas of expertise include ERP transformations, SAP implementations, customer experience, supply chain management, and acquisition and integration.
We could possibly all think about projects which have “failed” – probably process got worse instead of better, perhaps they were terminated due to cost overruns, or maybe techniques were released with essential mistakes.
The document discusses challenges with delivering project benefits and realizing business expectations. It finds that while projects may deliver on time and budget, the majority fail to achieve intended business outcomes. Program management is needed to complement project management and focus on identifying, planning, and delivering benefits. A key difference is that project managers focus on scope, cost and schedule, while program managers outwardly focus on stakeholders and achieving benefits. The role of the sponsor is also crucial in providing support and direction to ensure program/project success. Cultural differences can impact stakeholder expectations and how requirements are defined and communicated.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
Project Management fundamentals
Introduction. BBA / MBA course - Chapter 1
PPT available upon request: frgaucher@yahoo.fr.
Comments are welcome to improve the content!
Francois Gaucher, DBA, MBA
This white paper discusses the need to better link change management and risk management on projects. It argues that change managers are essentially risk managers as their primary role is to mitigate stakeholder-related risks. However, change management plans are often developed separately from risk registers and not aligned. The paper recommends replacing separate change management plans with a revised risk register that becomes the change management plan. This would ensure risk mitigation strategies and change management activities are better integrated and aligned to the project's goals.
This document provides an overview of the content that will be covered in the MIT32 Project Management lecture course. It introduces key concepts like what a project is, the role of a project manager, and different project organizational structures. It also discusses challenges in project management and why the discipline is important. The course will cover topics such as project lifecycles, selecting projects, and the relationship between projects and their parent organizations.
Project Governance – Supporting Your Pmomrubenstein54
The document discusses project governance and how it is integrated with organizational governance. It outlines some of the biggest factors facing IT projects, including communication and information overload. The objectives of the session are to facilitate participation, communication, and understanding of organizational and project governance.
This document discusses change management and its importance in organizational change. It notes that businesses must constantly adapt to changing environmental conditions in order to survive. Some key factors driving change include globalization, rapid technological advances, and changing skill requirements. True implementation of change goes beyond just installing new systems and requires commitment from employees to adopt new behaviors. Change management focuses on the human aspects of change to help organizations achieve expected benefits from projects, not just install new systems. An integrated approach considering both change management and project management principles is needed to ensure successful implementation of changes.
Programme management has evolved over the past 10 years but still has room for improvement. While the use of portfolio management and benefits tracking has increased, many organizations do not use these techniques fully or allow political support to outweigh project viability. Speakers discussed how benefits realization, governance, and a focus on people aspects have improved but are still challenges. The field continues to mature with growing guidance resources and recognition that leadership must guide change management for success.
A successful Technical Project Manager (TPM) requires the technical know-how to do their job. This includes project management-specific abilities, as well as knowledge of their industry. A PM needs to have industry-specific knowledge and understand how it works in that day-to-day work may differ differ greatly depending on the industry in which they work.
Lisa Scott is the Project Manager for Customer Service and Technical Assistance Center. She oversees 5 primary areas: business process management, business solutions management, program management, project management, and systems and analytics. She works with cross-functional teams to drive new initiatives and programs through project leadership, process improvement, program establishment, technology optimization, and data analysis. Her responsibilities also include coaching direct reports and reviewing various operational reports.
Challenges faced in project managementTobby Hedges
Project management faces several common challenges including geographically separated teams that require effective communication, improper choice of tools that can cause compatibility issues or waste resources, and improper resource management that can lead to shortages or surpluses. Other challenges include accessing the large number of documents generated over the course of a project in a fast and secure manner to avoid delays or failures. Training courses at The Injazat Institute in the UAE aim to equip project managers with the skills to overcome these challenges through leadership training and soft skills development.
A Systems Thinking Approach to Benefits Realization PlanningSystems Thinking IT
Organizations almost invariably do a poor job with Benefits Realization.
The Sponsor fails to take accountability for benefits after the project delivers, there's a failure to effectively plan for and agree on measurements of success, or underinvestment in organizational change management to ensure successful transition into BAU.
Learn how to use Systems Thinking to overcome these common problems.
The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
Jean Claude Vincendeau is an international senior executive with experience leading large-scale global programs and operations management. He has a track record of delivering projects on time and under budget through strategic vision, business process optimization, and driving performance. References highlight his ability to recognize what needs to be done to achieve goals and increase productivity by over 200%. Vincendeau seeks to leverage his leadership skills and focus on accountability, communication, and problem-solving to provide a greater return on investment for companies.
This document discusses effective software project management and focuses on the four key aspects: people, product, process, and project. It emphasizes that establishing objectives and scope for the product is important before planning a project. It also stresses the importance of using a software process framework to develop a comprehensive development plan and avoiding common signs of project failure. Finally, it outlines some advantages that effective management can provide, such as reduced costs, better information and control, and a competitive advantage.
Agile Program Management: Moving from Principles to PracticeGlen Alleman
Agile program management is the “glue” between IT
strategy and the delivery of business value. Capabilities-based
planning identifies needed features and functions, allowing
the portfolio manager to incrementally measure value through
the assessment of the increasing maturity of significant
accomplishments and exit criteria that represent the
business capabilities.
The document provides an overview of key concepts in project management including project life cycle models. It discusses the purpose of project life cycle models and distinguishes between project and product life cycles. Generic project life cycle phases including initiation, intermediate, and closing phases are presented. The document also outlines different project life cycle models for various applications such as information technology and pharmaceutical projects.
There are many myth and misunderstanding around what program management is - this is a deck not only captures what I define for the PGM team as the head of program management for multiple startups, it's also an interview presentation I made to my hiring committee (CEO, CTO, CPO, CFO, CMO, CHRO etc).
The principles have been incorporated into a product we built - dragonboat.io
Questions and comments - twitter: @beckyflintsf
The document provides an overview of the experience and qualifications of Steinar Hjelle. It highlights his experience in financial management, leadership, performance measurement, eBusiness technologies, project management, change management, strategic vision and planning, and industry experience. His education includes an MBA and BS in Mathematics/Statistics. Key areas of expertise include ERP transformations, SAP implementations, customer experience, supply chain management, and acquisition and integration.
We could possibly all think about projects which have “failed” – probably process got worse instead of better, perhaps they were terminated due to cost overruns, or maybe techniques were released with essential mistakes.
The document discusses challenges with delivering project benefits and realizing business expectations. It finds that while projects may deliver on time and budget, the majority fail to achieve intended business outcomes. Program management is needed to complement project management and focus on identifying, planning, and delivering benefits. A key difference is that project managers focus on scope, cost and schedule, while program managers outwardly focus on stakeholders and achieving benefits. The role of the sponsor is also crucial in providing support and direction to ensure program/project success. Cultural differences can impact stakeholder expectations and how requirements are defined and communicated.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
Project Management fundamentals
Introduction. BBA / MBA course - Chapter 1
PPT available upon request: frgaucher@yahoo.fr.
Comments are welcome to improve the content!
Francois Gaucher, DBA, MBA
This document provides an overview of project management. It defines what constitutes a project, program, and portfolio. It discusses how effective project management can provide competitive advantages to businesses. While most executives view project execution as the most important skill, implementing strategic change is seen as the most important organizational capability. The document then covers project lifecycles, key stages of managing projects, and factors to consider around appropriate levels of project management effort for different types of projects. It provides examples of what good and ineffective project management look like.
Projects focus on delivering outputs within scope, time and budget constraints, while programs aim to achieve broader strategic objectives and deliver lasting benefits. While most projects are delivered on time and budget, over half fail to meet business expectations due to an inadequate focus on benefits realization. Effective program management considers benefits identification, analysis, planning and delivery to better align initiatives with strategic goals and stakeholder needs. It requires capabilities beyond traditional project management like strategic alignment, stakeholder engagement and change management. Transitioning from a project to program orientation involves shifting from a delivery to benefits focus.
This PRINCE2 Principles ebook is an ideal revision guide for PRINCE2 Foundation students, a helpful aid to newly qualified PRINCE2 Practitioners or those who are looking to implement PRINCE2 on their projects for the first time.
Grasp the 7 PRINCE2 Principles in straight forward fashion with this free ebook by Knowledge Train. Forget your usual boring diagrams and flowcharts, this ebook includes 7 colourful, hand-illustrated mindmaps that are easy on the eye and will make sure the information sticks. Forget the thick text books!
Download this free 10 page ebook to understand the basis of PRINCE2, revise for your PRINCE2 Foundation exam or to learn whether your organization is managing their projects correctly with PRINCE2.
You will need to learn the PRINCE2 Principles, Themes and Processes for your PRINCE2 Foundation exam. You can download the full set of revision e-books and mind maps here: http://www.knowledgetrain.co.uk/project-management-ebooks.php
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The document discusses the challenges of modern project management. It begins by defining a project and the key characteristics. It then discusses project management processes according to PMI, including the five process groups. It outlines the typical project life cycle and what constitutes project success. Common reasons for project failure are listed, such as poor requirements, unrealistic timelines, and scope creep. The document then discusses project management maturity models from ad-hoc to optimized. Finally, it provides best practices for project management, such as managing stakeholders, risks, issues, and change, and the benefits of PMP certification.
The document provides an overview of a PMP training session for Golis Team on the role of a project manager. It includes an agenda for the day's session covering topics like the PM's scope of influence, basic PM skills, PM qualifications and competencies, and the differences between leadership and management. It also presents a case study about an automotive company that hired project managers to turn around a troubled HR transformation program consisting of 15 projects, helping to complete it on schedule and budget and reducing costs significantly.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
Project Program Manager Career ConversationSupportGCI
The document discusses project and program management. It defines a project as a temporary endeavor with a defined beginning and end, scope, timeline and cost. Project management involves managing a project team to achieve goals while managing these constraints. A program is a group of related projects that provide benefits when managed together. Program management focuses on aligning projects with organizational objectives. An MBA can help individuals in project management roles stay business focused, understand organizational dynamics, and leverage tools from other business disciplines like strategy and operations.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
The document outlines the session agenda for a project management training session, including introductions, an overview of why project management is important, a project management framework, group exercises on stakeholders and risk, and a close. It also provides biographical details on the facilitator, including his professional experience managing projects and information systems, academic qualifications including an MBA and PhD research, and his company LearningTalk which provides management training and consultancy.
The document outlines an agenda for a project management training session. It includes an introduction to project management, discussions of stakeholders and project planning, exercises on stakeholders and risk, and breaks for coffee and lunch. Joe Houghton is introduced as the facilitator with experience in project management, consulting, and teaching.
Most companies have projects that engage employees beyond their normal duties. An effective governance process can create order by scanning the environment, applying strategy, prioritizing projects and resources, and aligning the organization.
Invensis Learning, a premier training and certification organization that provides widely-recognized project management certification courses decided to understand what could be the Project Management trends for 2019. As a training and certification provider, we wanted to clearly understand from the industry experts as to where the project management domain was heading towards and how could we address the gaps if there were any.
The document discusses Egypt's strategy to achieve digital transformation by 2030 through three main pillars: developing infrastructure, creating a conducive business environment, and investing in human capital. It aims to create smart cities and communities and achieve a digital economy and knowledge-based society through ICT tools. However, it faces challenges like focusing too much on technical details rather than business value, limited capacity and expertise, and lack of tools. Prime Business Consulting proposes ways to address these challenges through establishing governance, designing workflows, setting up a PMO unit, and using various project controlling methods.
Discussion Paper PMO And Merger Projectstheteflonpm
The document discusses establishing a project management office (PMO) for a merger project. It recommends establishing a hierarchy of PMOs with different mandates that ultimately report to an enterprise PMO managed by a project director. The PMO would facilitate project teams, identify resource gaps, and ensure standards are followed for portfolio management, methodology, communication, and status reporting. It emphasizes the need for governance, defining projects and deliverables, and balancing autonomy with standardization.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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3. Let us consider the ‘crunch points’ for most organisations today in managing projects. There are three primary areas: Governance Runaway Projects Leveraging your time Page 3 Key leadership issues in today’s projects
4. What level of ownership is there in projects? Many organisations delegate the entire responsibility to the project manager. Why would that be a problem? Senior managers can swing from one style (absenteeism) to another (micromanagement). So, Is there another way? Page 4 Governance
5. Many organisations still confess to having at least one of these: expensive, and no one knows how to stop them. Can we build in controls to stop projects running out of control? Page 5 Runaway projects
6. Executive managers are busy people, with many projects under their care. How do we stop ourselves being sucked into endless project meetings, and use our time to maximum effect? Page 6 Leveraging your time
7. Benefits of PRINCE2TM Focus on the Business Case The benefits here are: - a reduction of wasted project investment- improved involvement of the ‘business side’ Page 7 PRINCE2TM is a Trade Mark of the Office of Government Commerce.
8. Benefits of PRINCE2TM Project Board structure, involving the 3 key stakeholder groups Again this tends to produce: - greater ownership from the end user community, and - provided a locus for better governance. Page 8 PRINCE2TM is a Trade Mark of the Office of Government Commerce.
9. Benefits of PRINCE2TM Stages - optimised senior management time around key decision points - major brake on projects that tended to run away- improved/more realistic planning Page 9 PRINCE2TM is a Trade Mark of the Office of Government Commerce.
10. Benefits of PRINCE2TM Management by Exception - ‘bad news early’- increased confidence in reports - optimised the use of senior management involvement Page 10 PRINCE2TM is a Trade Mark of the Office of Government Commerce.
11. Benefits of PRINCE2TM Focus on products Projects improved their delivery because: - they ‘began with the end in mind’- verifiable scope ensured protection against moving boundaries Page 11 PRINCE2TM is a Trade Mark of the Office of Government Commerce.
12. Projects without strategic connectionAt the programme level we often ‘inherit’ a portfolio of projects that appear to have no connection or relevance to the current corporate strategy.Worse still, there may be no corporate strategy. The Teflon project effectOrganisations are getting better at project management. Projects are improving their ability to deliver.However, a new problem emerges: the project deliverables don’t seem to be ‘bettering’ the organisation in any significant way. Change of thinking requiredMoving from projects to programme management requires a very different view on managed change. A good project manager does not necessarily make the transition to becoming a good programme manager. Page 12 Key leadership issues in programme management
13. Which level of management is the most volatile? Page 13 Levels of management Strategy Programme Project
14. Motion without movement Three forces can operate on our current capability, and their combined effect can be to keep an organisation from transformational change. These are: Reacting to the latest business driverBeing continually bounced by news or mandates from outside. Outcomes without benefitsProjects delivering, but there is no beneficial change. Unaligned initiativesProjects that are out of touch with strategy; ‘pet’ projects; reactive tactical projects; etc. Page 14
15. Clear & Consistent Vision Co-ordinated Projects Focus on Benefits& threats to them Transition to Operations Critical Success Factors of a Programme Page 15
16. Flexible framework: Process modelA generic set of best practice processes and activities. RolesIncluding the ‘Senior Responsible Owner’, the 'Sponsoring Group’, the Programme Manager, the Programme Office, the Business Change Manager Management themesIncluding Benefits Management, and Stakeholder Management. Information setIncluding the Vision Statement, the Blueprint, the Benefit Profiles, the Risk Register. Page 16 MSP Approach
17. Level 5 – OptimisingDoes the organisation run continuous process improvement with pro-activeproblem and technologymanagement? P3M3: Project Programme and Portfolio Management Maturity Model Common uses for this framework are As a Benchmark An Implementation frameworkfor structured methods such as MSP and PRINCE2. As a Health checkIt can answer the question: How well are we doing really? Level 4 – ManagedDoes the organisation obtain and retain specific measurements on its project performance andrun a quality management organisation? Level 3 – DefinedDoes the organisation have its own centrally controlled project processes, and can individual projects flex withinthese processes to suit the particular project? Level 2 – RepeatableDoes the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard? Level 1 – InitialCan the organisation recognise projects and run them differently to its ongoing business? Page 17
18. Project and Programme ManagementPatrick Mayfield www.pearcemayfield.com http://pearcemayfield.typepad.com/patrick_mayfield/ Page 18