Zusätzliche Details, wie verschiedene Stakeholder eines Projektes eingebunden werden können. Teil eines Artikels im E-Book Neue Räume in Organisationen, http://virtuelle-raeume.net
Letting the team go. How, When and Why. Denis SalnikovLviv Startup Club
This document discusses how, when, and why to let a team go in an agile project management context. It outlines several factors to consider, including whether the team "owns" the process, the level of product awareness, and team stability. It also provides guidance on building conditions for the team to succeed initially by establishing culture, values, and vision, then supporting the team in adopting practices like Scrum, continuous improvement, and self-organization over time. Regular diagnostics of the product, process, and company are recommended to evaluate when it may be time to transition the team.
Agile Scaling with Blueprints (Goto Berlin, 04-dec-2015)Stefan ROOCK
When more than 10 people are needed to reach a goal multiple agile teams are needed. These teams have to coordinate - we have to scale agile. There are several blueprints for scaling agile. This session argues that using a blueprint is premature optimization.
When looking at successful agile companies one thing becomes clear: they didn't follow a blueprint but implemented unique structures and processes. Every company is unique and needs unique structures and processes matching its purpose.
In this talk Stefan presents the Agile Scaling Cycle, an organic approach to find and optimize scaling structures appropriate for the company.
This certificate recognizes that Abdulnaser Al Dohan successfully completed a course in Principles of Project Management on October 6th, 2015, earning a final score of 80%. He passed individual module assessments on Project Management Overview, The Concept Phase, The Develop Phase, and Project Execute and Finish Phases, scoring between 70-90% on each.
Judie Constructions Pvt, Ltd is a leading construction company in Chennai with over 40 years of experience. They provide structural engineering design support and analysis for architectural projects with a team of qualified professionals. Judie Constructions is ISO 9001:2008 certified and has extensive experience in designing large construction projects.
The document discusses how a QA team can effectively work within an agile development team structure. It notes that individual QAs are often assigned to development teams, taking on both engineering and analyst roles. This can lead to being consumed by daily work and not growing skills. The document proposes applying scrum practices like product planning, standups, retrospectives, and reviews to the QA process to help plan testing requirements, identify bottlenecks early, incorporate lessons learned, and review test code and plans. This is presented as a way for QAs to work more effectively within agile teams.
This certificate recognizes that Carl Shanley successfully completed a course in project management principles by November 15th, 2016, earning an overall score of 85%. He passed individual modules on project overview, concept and development phases, scoring 90%, with a lower 70% on execution and finishing phases.
Letting the team go. How, When and Why. Denis SalnikovLviv Startup Club
This document discusses how, when, and why to let a team go in an agile project management context. It outlines several factors to consider, including whether the team "owns" the process, the level of product awareness, and team stability. It also provides guidance on building conditions for the team to succeed initially by establishing culture, values, and vision, then supporting the team in adopting practices like Scrum, continuous improvement, and self-organization over time. Regular diagnostics of the product, process, and company are recommended to evaluate when it may be time to transition the team.
Agile Scaling with Blueprints (Goto Berlin, 04-dec-2015)Stefan ROOCK
When more than 10 people are needed to reach a goal multiple agile teams are needed. These teams have to coordinate - we have to scale agile. There are several blueprints for scaling agile. This session argues that using a blueprint is premature optimization.
When looking at successful agile companies one thing becomes clear: they didn't follow a blueprint but implemented unique structures and processes. Every company is unique and needs unique structures and processes matching its purpose.
In this talk Stefan presents the Agile Scaling Cycle, an organic approach to find and optimize scaling structures appropriate for the company.
This certificate recognizes that Abdulnaser Al Dohan successfully completed a course in Principles of Project Management on October 6th, 2015, earning a final score of 80%. He passed individual module assessments on Project Management Overview, The Concept Phase, The Develop Phase, and Project Execute and Finish Phases, scoring between 70-90% on each.
Judie Constructions Pvt, Ltd is a leading construction company in Chennai with over 40 years of experience. They provide structural engineering design support and analysis for architectural projects with a team of qualified professionals. Judie Constructions is ISO 9001:2008 certified and has extensive experience in designing large construction projects.
The document discusses how a QA team can effectively work within an agile development team structure. It notes that individual QAs are often assigned to development teams, taking on both engineering and analyst roles. This can lead to being consumed by daily work and not growing skills. The document proposes applying scrum practices like product planning, standups, retrospectives, and reviews to the QA process to help plan testing requirements, identify bottlenecks early, incorporate lessons learned, and review test code and plans. This is presented as a way for QAs to work more effectively within agile teams.
This certificate recognizes that Carl Shanley successfully completed a course in project management principles by November 15th, 2016, earning an overall score of 85%. He passed individual modules on project overview, concept and development phases, scoring 90%, with a lower 70% on execution and finishing phases.
The document outlines the key steps for successfully implementing a strategy through a project in a large, complex corporation. It recommends establishing a steering committee of senior management and project managers to create action plans. The project manager must then define the project scope, get it validated by the steering committee, and identify required resources. Next, the project manager identifies stakeholders, plans communication, trains leaders, and distributes toolkits. The schedule is defined and staff, suppliers, and clients are informed through various means depending on the organization's maturity. Risk management is also an important part of any project implementation. Finally, lessons are learned and consolidated to be applied to future projects.
Ray Velez of Razorfish discussed how marketers can get products and services to market faster through "agile methods" at the Razorfish Client Summit in Boston. October 12-14, 2010.
Brendan Browne, VP of Talent Acquisition at LinkedIn, shares an inside look at the LinkedIn recruiting team's strategic roadmap.
Catch the best of Talent Connect: http://bit.ly/2e5ojNe
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
Organizational development (OD) aims to improve organizational effectiveness by implementing planned changes. It addresses issues like changing workforce needs and technology. The OD process involves needs identification, diagnosis, design, implementation, and evaluation. Common OD techniques include sensitivity training, team building, intergroup development, process consultation, and survey feedback. These techniques help build more effective interpersonal relationships and communication within organizations. Planned change follows steps like recognition of the need for change, developing solutions, implementing actions, and stabilizing and evaluating changes made. Readiness for change, quality solutions, and managing resistance are key factors for successful organizational development.
This document outlines a presentation on building a global Training Within Industry (TWI) implementation with strong local ownership. The presentation covers developing a global project plan from idea to rollout, establishing a global training organization, and ensuring global standards have local ownership. The agenda includes discussing the overall approach, pilot project, selection and development of trainers, and a process for local improvements to influence global standards through validation and knowledge sharing across sites.
The document outlines the daily schedule and learning objectives for a course on problem-solving principles and tools in lean construction. The course consists of sessions on team problem solving, lean construction problem solving tools, and using those tools, with topics such as defining problems, root cause analysis, and Plan-Do-Check-Act methodology.
The document provides the schedule and topics for a unit on problem-solving principles and tools. The unit will cover team problem solving, lean construction problem solving tools, and using those tools. Sessions include welcome and orientation, team problem solving, lean construction problem solving tools, using the tools, and a summary. Learning objectives are provided for each session.
This document discusses the I-D-A-H-O method for setting effective goals. It explains each part of the acronym:
I - Identify a specific, achievable goal.
D - Decide on a duration or deadline.
A - Actualize the steps to complete the goal by breaking it into smaller tasks.
H - Identify resources and people available to help.
O - Observe your progress towards the goal.
The document provides examples of using this method to set goals, and emphasizes making goals specific, breaking large tasks into steps, setting deadlines, and utilizing available resources and support systems. Defining success and monitoring progress are also presented as important aspects of
The CATALYST Workshop is a 1-3 day workshop that brings together a diverse group of participants to jump-start organizational change. Participants work in teams to address a compelling objective, developing design prototypes for next steps. Workshops include preparation, an immersive experience with mind-stretching activities, and presentations of prototypes to sponsors at the end to obtain feedback and buy-in for next steps. The process is proven to work through executive sponsorship, cross-functional participation, and driving quickly to tangible results.
The document discusses skills for facilitating meetings and discussions. It outlines key facilitation skills such as making participants comfortable, encouraging participation, listening, guiding discussion, and ensuring quality decisions are made. It also covers facilitating the opening, discussion, and conclusion sections of a meeting. Challenges that may arise like side conversations or inability to reach consensus are also addressed. The overall document provides guidance on best practices for facilitating productive meetings.
This document provides information on setting goals using the I-D-A-H-O acronym:
- I = Identify a specific and achievable goal
- D = Decide the duration and set a timeline
- A = Actualize the steps by breaking larger tasks into smaller action items
- H = Identify resources and people available to help
- O = Observe your progress along the way
It emphasizes defining success and creating a structured action plan to accomplish goals. Examples are provided to demonstrate effective versus ineffective goal-setting using this framework. Overall, the document teaches how to establish measurable and achievable goals through breaking them into actionable steps and monitoring progress.
Hive NYC Community Call - PASE Spread and Scale Deck April 2015YvonneBrathwaite
Summary of Partnership for After School Education's (PASE) Planning for Spread and Scale Roundtables led for Hive NYC member agencies who received grants from the Digital Media and Learning Fund at The New York Community Trust (November 2014-January 2015)
The document outlines an agenda for a one-day training on facilitating change. It includes:
1) A morning briefing section to introduce the training objectives and provide an overview of the change process.
2) An afternoon section where participants will be split into teams to practice delivering modules on different aspects of managing change.
3) Teams will take turns facilitating workshops while being observed and then receive feedback on their performance from training faculty and other participants.
The goal is for participants to learn how to lead change initiatives using a structured process model and gain experience facilitating change-related workshops through hands-on practice and feedback.
1. The document discusses analyzing feedback provided to students to identify patterns and areas for improvement. Two tools were presented for categorizing feedback from the Institute of Education and University of Dundee.
2. An analysis of 171 assignments from 4 postgraduate programs at the IOE found that praise was the most common category of feedback.
3. A feedback audit of 140 assignments at Dundee found most feedback focused on content and tasks, and that positive and negative feedback were equal. This confirmed variability in feedback between instructors.
Katrina Novakovic "Default to Open: Creating a DevOps Culture"Fwdays
DevOps is not just having your Dev and Ops teams sit in the same room reporting to the same manager, introducing some agile tools, automating some manual steps of established processes and carrying on working the same way. You haven't actually changed the way the teams operate. Building a culture is at the core of DevOps adoption, and this involves a change in mindset.
This session will look at what key cultural characteristics made Red Hat the world's leading provider of enterprise Open Source solutions (spoiler alert: they are based on Open Source principals) and how you can apply these to your teams to break down silos and enhance openness, sharing and collaboration. There will be time for Q&A to answer your questions about relevant topics, such as remote teams, failing fast and any other barriers you are facing.
The document provides an agenda and overview for an accelerator workshop on rapid facilitation techniques being held by nForm User Experience. The full-day workshop on March 23, 2007 will include presentations and demonstrations of rapid facilitation methods, as well as practice sessions for techniques like live note capturing, predictive PowerPoint, and project alignment exercises. Attendees will learn about using accelerated workshop formats to tackle common project challenges more effectively.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The document outlines the key steps for successfully implementing a strategy through a project in a large, complex corporation. It recommends establishing a steering committee of senior management and project managers to create action plans. The project manager must then define the project scope, get it validated by the steering committee, and identify required resources. Next, the project manager identifies stakeholders, plans communication, trains leaders, and distributes toolkits. The schedule is defined and staff, suppliers, and clients are informed through various means depending on the organization's maturity. Risk management is also an important part of any project implementation. Finally, lessons are learned and consolidated to be applied to future projects.
Ray Velez of Razorfish discussed how marketers can get products and services to market faster through "agile methods" at the Razorfish Client Summit in Boston. October 12-14, 2010.
Brendan Browne, VP of Talent Acquisition at LinkedIn, shares an inside look at the LinkedIn recruiting team's strategic roadmap.
Catch the best of Talent Connect: http://bit.ly/2e5ojNe
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
Organizational development (OD) aims to improve organizational effectiveness by implementing planned changes. It addresses issues like changing workforce needs and technology. The OD process involves needs identification, diagnosis, design, implementation, and evaluation. Common OD techniques include sensitivity training, team building, intergroup development, process consultation, and survey feedback. These techniques help build more effective interpersonal relationships and communication within organizations. Planned change follows steps like recognition of the need for change, developing solutions, implementing actions, and stabilizing and evaluating changes made. Readiness for change, quality solutions, and managing resistance are key factors for successful organizational development.
This document outlines a presentation on building a global Training Within Industry (TWI) implementation with strong local ownership. The presentation covers developing a global project plan from idea to rollout, establishing a global training organization, and ensuring global standards have local ownership. The agenda includes discussing the overall approach, pilot project, selection and development of trainers, and a process for local improvements to influence global standards through validation and knowledge sharing across sites.
The document outlines the daily schedule and learning objectives for a course on problem-solving principles and tools in lean construction. The course consists of sessions on team problem solving, lean construction problem solving tools, and using those tools, with topics such as defining problems, root cause analysis, and Plan-Do-Check-Act methodology.
The document provides the schedule and topics for a unit on problem-solving principles and tools. The unit will cover team problem solving, lean construction problem solving tools, and using those tools. Sessions include welcome and orientation, team problem solving, lean construction problem solving tools, using the tools, and a summary. Learning objectives are provided for each session.
This document discusses the I-D-A-H-O method for setting effective goals. It explains each part of the acronym:
I - Identify a specific, achievable goal.
D - Decide on a duration or deadline.
A - Actualize the steps to complete the goal by breaking it into smaller tasks.
H - Identify resources and people available to help.
O - Observe your progress towards the goal.
The document provides examples of using this method to set goals, and emphasizes making goals specific, breaking large tasks into steps, setting deadlines, and utilizing available resources and support systems. Defining success and monitoring progress are also presented as important aspects of
The CATALYST Workshop is a 1-3 day workshop that brings together a diverse group of participants to jump-start organizational change. Participants work in teams to address a compelling objective, developing design prototypes for next steps. Workshops include preparation, an immersive experience with mind-stretching activities, and presentations of prototypes to sponsors at the end to obtain feedback and buy-in for next steps. The process is proven to work through executive sponsorship, cross-functional participation, and driving quickly to tangible results.
The document discusses skills for facilitating meetings and discussions. It outlines key facilitation skills such as making participants comfortable, encouraging participation, listening, guiding discussion, and ensuring quality decisions are made. It also covers facilitating the opening, discussion, and conclusion sections of a meeting. Challenges that may arise like side conversations or inability to reach consensus are also addressed. The overall document provides guidance on best practices for facilitating productive meetings.
This document provides information on setting goals using the I-D-A-H-O acronym:
- I = Identify a specific and achievable goal
- D = Decide the duration and set a timeline
- A = Actualize the steps by breaking larger tasks into smaller action items
- H = Identify resources and people available to help
- O = Observe your progress along the way
It emphasizes defining success and creating a structured action plan to accomplish goals. Examples are provided to demonstrate effective versus ineffective goal-setting using this framework. Overall, the document teaches how to establish measurable and achievable goals through breaking them into actionable steps and monitoring progress.
Hive NYC Community Call - PASE Spread and Scale Deck April 2015YvonneBrathwaite
Summary of Partnership for After School Education's (PASE) Planning for Spread and Scale Roundtables led for Hive NYC member agencies who received grants from the Digital Media and Learning Fund at The New York Community Trust (November 2014-January 2015)
The document outlines an agenda for a one-day training on facilitating change. It includes:
1) A morning briefing section to introduce the training objectives and provide an overview of the change process.
2) An afternoon section where participants will be split into teams to practice delivering modules on different aspects of managing change.
3) Teams will take turns facilitating workshops while being observed and then receive feedback on their performance from training faculty and other participants.
The goal is for participants to learn how to lead change initiatives using a structured process model and gain experience facilitating change-related workshops through hands-on practice and feedback.
1. The document discusses analyzing feedback provided to students to identify patterns and areas for improvement. Two tools were presented for categorizing feedback from the Institute of Education and University of Dundee.
2. An analysis of 171 assignments from 4 postgraduate programs at the IOE found that praise was the most common category of feedback.
3. A feedback audit of 140 assignments at Dundee found most feedback focused on content and tasks, and that positive and negative feedback were equal. This confirmed variability in feedback between instructors.
Katrina Novakovic "Default to Open: Creating a DevOps Culture"Fwdays
DevOps is not just having your Dev and Ops teams sit in the same room reporting to the same manager, introducing some agile tools, automating some manual steps of established processes and carrying on working the same way. You haven't actually changed the way the teams operate. Building a culture is at the core of DevOps adoption, and this involves a change in mindset.
This session will look at what key cultural characteristics made Red Hat the world's leading provider of enterprise Open Source solutions (spoiler alert: they are based on Open Source principals) and how you can apply these to your teams to break down silos and enhance openness, sharing and collaboration. There will be time for Q&A to answer your questions about relevant topics, such as remote teams, failing fast and any other barriers you are facing.
The document provides an agenda and overview for an accelerator workshop on rapid facilitation techniques being held by nForm User Experience. The full-day workshop on March 23, 2007 will include presentations and demonstrations of rapid facilitation methods, as well as practice sessions for techniques like live note capturing, predictive PowerPoint, and project alignment exercises. Attendees will learn about using accelerated workshop formats to tackle common project challenges more effectively.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
Stakeholder analysis
1. Organisation of Stakeholder
Part of the Team
ork
W
Steering Committee
eci
D
ion
s
Sounding Board
y-in
Bu
★
★
★
★
★
★
★
Involvement
Takes part in all team activities
Delivers several work packages
Determines when Milestone is
completed
Approves issues beyond PLcompetence
Decides on change requests
Focus is representation of the
groups affected by the project
implementation
Test of prototype ideas
2. Who to Involve and Why
Who has do
the work?
ork
W
Who should
decide?
De
ion
cis
Who has to
be informed?
y-in
Bu
3. Who to Involve and Why
Who has do
the work?
ork
W
Part of the
Team
Who should
decide?
De
ion
cis
Who has to
be informed?
y-in
Bu
4. Who to involve and why
Who has do
the work?
ork
W
Part of the
Team
Who should
decide?
De
ion
cis
Steering
Committee
Who has to
be informed?
y-in
Bu
5. Who to Involve and Why
Who has do
the work?
ork
W
Part of the
Team
Who should
decide?
De
ion
cis
Steering
Committee
Who has to
be informed?
y-in
Bu
Sounding
Board
6. Who to Involve and Why
Part of the Team
ork
W
★ Takes part in all team
activities
★ Delivers several work
packages
7. Who to Involve and Why
Steering Committee
De
ion
cis
★ Determines when Milestone is
completed
★ Approves issues beyond PLcompetence
★ Decides on change requests
8. Who to Involve and Why
Sounding Board
y-in
Bu
★ Focus is representation of
the groups affected by the
project implementation
★ Test of prototype ideas
9. Options for Engaging Sounding Board Members
Sounding Board
y-in
Bu
★
★
Focus is representation of the
groups affected by the project
implementation
Test of prototype ideas
How to create a dialogue situation
Option 1: A fixed/ established group
•
•
regular virtual meeting
irregular sounding board events
Option 2: “Crowd Sourcing”
•
Monitored dialogue on an online platform