Project and programme methodology
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Maven was asked to provide training to senior managers on project, programme, and portfolio management. They developed a four week interactive training programme to help managers articulate changes and identify dependencies between projects. Discussions identified projects that would be better as a programme, but senior managers still lacked programme management understanding. Maven provided a specialist to bring projects together into a programme and mentor a project manager to become the programme manager over six months. As a result, the programme is now underway with several projects delivered and positive customer feedback received. The senior managers have learned to identify opportunities where programme management can help manage interdependent projects more effectively.
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Online Project Management Diploma
http://www.aims.education/project-management-diploma/
Online project management diploma from AIMS develop necessary concepts and techniques, required to manage projects, programs and project portfolios. Training contents are highly interactive, and they are available to you anywhere and anytime. e-Class resources designed for project management diploma program are easy to control, and you may access them via computer, tablet, or your mobile.
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AVENEW Indonesia Project Management Training Syllabus
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The document discusses how change is a core competency for organizations. It provides examples from various studies that found organizations that were most successful at change ensured staff felt ownership, roles and responsibilities were clear, and the organization was engaged through ongoing communication. A key challenge is when users are too busy to engage with projects. The document advocates for incorporating change awareness, readiness, and capability into best practices to help organizations achieve strategic objectives through change.
Hr professionals guide to business transformation
Change management and specifically large-scale organisational change or business transformation initiatives are dominating the activities of many organisations. In the most recent Trends in Business Transformation survey 84% of European managers viewed transformation as the norm and were involved in a new business transformation programme on average every 6 months.
Why is Change Management important?
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
Storytelling for corporate change
Corporate storytelling can help bridge the gap between senior managers' strategic visions and workforce delivery of strategic goals. Stories have the power to motivate and inspire loyalty during periods of change when rational approaches are less effective. A corporate story is a narrative that instructs an audience and creates a memorable message to paint a compelling picture of the future, address current problems, and enable career advancement as organizations work to implement transformational change across all levels of staff.
Forming a Project Team
This document discusses forming a project team and identifying the key roles needed. It describes a project as a unique, temporary endeavor undertaken to achieve a desired outcome. There are three main interests in a project - the business interest, user interest, and provider/supplier interest.
The document recommends having the following key roles to represent each interest: a sponsor/executive to represent the business interest; one or more senior users to represent the user interest; and one or more senior suppliers to represent the provider/supplier interest. It also recommends having a project manager to facilitate the work and manage the project day-to-day. Appointments to these roles should consider the individual's availability, competence, viewpoint, credibility, and
Major themes in change management
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
HR professionals guide to business transformation white paper
This document discusses the growing demand for skills in business transformation and change management. It outlines that 84% of European managers are involved in business transformation initiatives every 6 months on average. There is high demand for transformation consultants and jobs requiring change management skills are growing. The document defines the key skills needed for successful business transformation, such as communicating objectives, ensuring staff understanding and acceptance of changes, and avoiding slippages in implementation. It also discusses qualifications available in change management from organizations like the CIPD, CMI and ACMP.
Project maturity assessment
The client's business was requesting new systems and procedures from IT and operations without approval from senior managers, resulting in a lack of planning and oversight over multiple projects. To address this structural issue, Maven conducted a project maturity assessment comparing the client's current project management capabilities to best practices. Maven produced a report that identified improvements that could be implemented quickly to provide the client's executive team with clearer authorization over changes and expected results.
Prioritising and planning the work
The head of business transformation at an insurance company found that over 80 IT systems and process improvement projects lacked defined business cases or benefits. Projects were approved based on who proposed them rather than strategic objectives. Individuals were assigned to up to 17 projects each. Maven assessed the organization's project management maturity as between zero and one. They created a prioritized project portfolio and identified resource gaps. A new governance framework was implemented for overall project control. Initially some struggled with the new framework prioritizing organizational needs over individual needs, but within months it was embedded. Senior management now have comprehensive visibility of initiatives and approve new ones based on agreed criteria,
Learning and development
The client had 60 staff working on telecommunications projects but they lacked consistent project management skills despite training. Project delivery times varied depending on who was assigned. Maven conducted competency assessments of staff through interviews and observations. They reported recommendations to group skills, assign resources based on a new matrix, address gaps through training, and hire temporarily for critical gaps. As a result, project delivery times decreased, expectations could be set more realistically with customers, and new business revenue identification became more structured.
Communications and stakeholder engagement
Maven was asked to develop a communications and stakeholder engagement program for a major manufacturer undergoing a business transformation. The program included workshops and courses at three levels: for senior managers to lead change, for managers to manage change implementation, and for impacted employees to understand and participate in changes. Participants created personal action plans to engage with changes. The program increased support for transformations in the finance department and will be rolled out to purchasing using maturity assessments.
Change experience checklist
Maven was commissioned by a large automobile company to assess how well it had managed a recent business transformation involving a change in ownership and new ERP system implementation. Maven interviewed key individuals using its Change Experience Checklist and produced a report summarizing its findings, including a baseline of the company's change management capabilities and recommendations to address in future change plans. The report provided division heads insight into staff perceptions and awareness of changes to help predict and manage resistance during an ambitious growth transformation program.
Benefits realisation
The client was not effectively realizing the benefits of its projects even though it had a project management methodology. Benefits were documented but not measured after projects went live, and no one was responsible for ensuring benefits were achieved. Maven devised an approach to benefits management for the client that relied on project and change managers working with business managers. Maven held workshops to explain the benefits management framework and identify activities needed within projects and businesses to define, measure, and achieve benefits. Maven also developed a guide on benefits management that is now used for training and discussions on projects to ensure benefits are realized.
Starting a change initiative
This document provides guidance on managing a change initiative through a four step process: assessing the change, planning the change, implementing the change, and embedding the change. It identifies common mistakes in planning, communicating, and implementing change and provides solutions. Effective change management requires tailoring communication to different audiences, allowing flexibility in plans, and clearly defining roles and responsibilities for implementation.
Prince2 quick guide
PRINCE2 is a standardized project management method used worldwide. It provides structure and guidelines for project management in 7 principles, 7 themes, and 7 processes. The document discusses what PRINCE2 is, its benefits such as cost reductions and transparency, and qualifications like Foundation and Practitioner. Maven Training is an accredited PRINCE2 training provider that helps students understand how to apply PRINCE2, prepares them for certification exams, and ensures trainers have project experience.
PMI quick guide
The document provides an overview of the Project Management Institute (PMI) qualifications program. It describes the Certified Associate in Project Management (CAPM) and Project Management Professional (PMP) certifications, the requirements to sit for each exam, and how PMI training is delivered. It also summarizes the benefits of PMI certification, such as potentially higher salaries and global recognition, and introduces some other PMI qualifications.
P3O quick guide
P3O (Portfolio, Programme and Project Offices) is a set of principles, processes and techniques to help organizations successfully establish support structures for projects, programs and portfolios. It provides models for portfolio, programme and project offices to strategically plan and support business changes. Implementing a P3O can align projects to strategic objectives, reduce costs by stopping non-beneficial initiatives, and improve delivery success. P3O qualifications test understanding of the framework and ability to apply it to project situations.
MoP quick guide
The document discusses portfolio management (MoPTM), which is a coordinated collection of strategic processes and decisions that enable an effective balance of organizational change and business as usual. MoPTM helps organizations prioritize investments based on their contribution to strategic objectives and risk level. It offers principles and processes for managing projects, programs and initiatives as a coordinated portfolio. Using MoPTM can increase strategic alignment, benefit realization, and resource efficiency while reducing costs and duplication across an organization's change activities.
Change management quick guide
Change management involves controlling how an organization moves from its current state to a new state through effective communication, influencing skills, and breaking change down into prioritized activities. It differs from project management by focusing on adoption of new processes rather than delivery. Benefits include reduced failed initiatives and duplication through clarified roles and responsibilities. The course teaches change management principles, models, and applying skills to practical scenarios to obtain a Foundation or Practitioner qualification recognized as demonstrating change leadership abilities. Maven Training is an accredited provider known for high pass rates and experienced trainers.
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Project and programme methodology
- 1. Project and programme methodology - a primary care trust Maven was asked to provide senior managers with an understanding of best practice in project management, programme management and portfolio management. The training programme that we devised offered these managers access to briefings once a week for four weeks. These sessions were very interactive, offering the managers a chance to articulate all of the change taking place in their area of responsibility and to identify, with the help of the trainer, all of the dependencies between their projects and those taking place in other operational areas. Discussions during the project management training identified a number of projects crossing several operational areas that would be more effectively run as one programme of inter- related projects. However at senior management level there was still too little understanding of the requirements and roles of programme management. Maven provided a specialist programme manager to bring the projects together into a programme and to mentor one of the project managers to take on the role of programme manager over a six month period. As a result this programme is now underway with several of the projects already having delivered, with positive customer feedback. As a group the senior managers have now learnt to look out for other programme opportunities where economies of scale in terms of managing disparate projects can be achieved, and much clearer direction can be given to the project managers about the interdependencies of their work. Copyright © Maven Training Ltd 2011 www.maventraining.co.uk І 020 7089 6161