Stakeholder Engagement: The art & science of winning the SE snakes and ladders game webinar
Tuesday 27 February 2018
APM Stakeholder Engagement Focus Group (SEFG),
part of APM People Specific Interest Group (SIG)
presented by Paul Mansell, MD ImpaQt Consulting
Stakeholder involvement processes need to be tailored according to the needs of the local authorities, yet consisting of good basic principles of participatory democracy. The process is transparent and inclusive. It supports the decision-making, offers feedback immediately and makes decisions more binding. The understanding of complicated issues and conflicting arguments increases. The overall interest towards sustainable development is likely to be improved. There are several methods for the cities to use and these will be analyzed and tested during the project.
In municipal decision-making all relevant internal stakeholders (different departments) and external stakeholders (NGO’s, politicians, citizens, private enterprises etc.) should be involved already in defining the problems. Stakeholder involvement is an inseparable element of integrated management system. It is a good governance principle – highly respected but underused. The results of the project will enable all the local authorities to use stakeholders at all levels.
The document outlines a process for practical stakeholder engagement. It discusses identifying stakeholders and their viewpoints, bringing stakeholders onboard through intake, and consulting with stakeholders. Theoretical models of systems and stakeholders are presented. Stakeholder identification involves finding viewpoints, types, and roles. Stakeholder intake aims to create commitment and arrange participation. Stakeholder consultation considers psychological factors like using positive language. Governance involves project boards and architecture boards.
This document discusses project stakeholder management. It describes the key processes as identify stakeholders, plan stakeholder management, manage stakeholder engagement, and control stakeholder engagement. The processes aim to effectively engage stakeholders throughout the project life cycle to increase the chances of project success. Identifying stakeholders involves analyzing who could impact or be impacted by the project. Planning stakeholder management develops strategies to engage stakeholders based on their needs and potential impact. Managing engagement involves communicating with stakeholders and addressing issues. Controlling engagement monitors stakeholder relationships and makes adjustments as needed.
The document discusses stakeholder management for projects. It defines stakeholders as individuals or groups that can impact or be impacted by a project. It identifies the key steps as identifying stakeholders, understanding their interests and importance, planning engagement strategies, and controlling stakeholder satisfaction. The role of the project manager is to perform stakeholder analysis, identify how stakeholders are impacted, develop cooperation, and ensure successful project outcomes. Stakeholder management aims to increase support and minimize resistance through engagement, communication, and addressing concerns.
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
This document provides an overview of project stakeholder management based on the PMBOK 5th Edition. It discusses identifying stakeholders, planning stakeholder engagement, managing stakeholder engagement, and controlling stakeholder engagement. The objectives are to identify stakeholders, engage them, manage them, and control them to positively impact the project. Stakeholders are defined as any person or organization actively involved in a project or whose interests may be affected by the project. Project stakeholder management involves processes to identify stakeholders, analyze their expectations, and develop strategies to engage them throughout the project life cycle.
Stakeholder involvement processes need to be tailored according to the needs of the local authorities, yet consisting of good basic principles of participatory democracy. The process is transparent and inclusive. It supports the decision-making, offers feedback immediately and makes decisions more binding. The understanding of complicated issues and conflicting arguments increases. The overall interest towards sustainable development is likely to be improved. There are several methods for the cities to use and these will be analyzed and tested during the project.
In municipal decision-making all relevant internal stakeholders (different departments) and external stakeholders (NGO’s, politicians, citizens, private enterprises etc.) should be involved already in defining the problems. Stakeholder involvement is an inseparable element of integrated management system. It is a good governance principle – highly respected but underused. The results of the project will enable all the local authorities to use stakeholders at all levels.
The document outlines a process for practical stakeholder engagement. It discusses identifying stakeholders and their viewpoints, bringing stakeholders onboard through intake, and consulting with stakeholders. Theoretical models of systems and stakeholders are presented. Stakeholder identification involves finding viewpoints, types, and roles. Stakeholder intake aims to create commitment and arrange participation. Stakeholder consultation considers psychological factors like using positive language. Governance involves project boards and architecture boards.
This document discusses project stakeholder management. It describes the key processes as identify stakeholders, plan stakeholder management, manage stakeholder engagement, and control stakeholder engagement. The processes aim to effectively engage stakeholders throughout the project life cycle to increase the chances of project success. Identifying stakeholders involves analyzing who could impact or be impacted by the project. Planning stakeholder management develops strategies to engage stakeholders based on their needs and potential impact. Managing engagement involves communicating with stakeholders and addressing issues. Controlling engagement monitors stakeholder relationships and makes adjustments as needed.
The document discusses stakeholder management for projects. It defines stakeholders as individuals or groups that can impact or be impacted by a project. It identifies the key steps as identifying stakeholders, understanding their interests and importance, planning engagement strategies, and controlling stakeholder satisfaction. The role of the project manager is to perform stakeholder analysis, identify how stakeholders are impacted, develop cooperation, and ensure successful project outcomes. Stakeholder management aims to increase support and minimize resistance through engagement, communication, and addressing concerns.
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
This document provides an overview of project stakeholder management based on the PMBOK 5th Edition. It discusses identifying stakeholders, planning stakeholder engagement, managing stakeholder engagement, and controlling stakeholder engagement. The objectives are to identify stakeholders, engage them, manage them, and control them to positively impact the project. Stakeholders are defined as any person or organization actively involved in a project or whose interests may be affected by the project. Project stakeholder management involves processes to identify stakeholders, analyze their expectations, and develop strategies to engage them throughout the project life cycle.
The document discusses new approaches for stakeholder management in business. It outlines a stakeholder analysis process involving identifying stakeholders, their interests, impact, and interactions. It then presents a methodology for stakeholder management following the 7 C's: concern, communicate, contribute, connect, compound, co-create, and complete. The methodology is applied to current projects focused on sustainable development and entrepreneurship.
This document provides an overview of Module 13 on Project Stakeholder Management. The module contains 4 lessons that cover key concepts, planning stakeholder engagement, managing engagement, and monitoring engagement. Each lesson defines the process, describes inputs and outputs, and lists tools that can be used. The overall goal is to identify stakeholders, understand their needs, develop engagement strategies, communicate with stakeholders, and ensure strategies remain effective as the project evolves.
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Stakeholder management involves identifying stakeholders, understanding their interests and level of commitment to a project's objective, and influencing them appropriately. It is an ongoing process of engagement that aims to build support and address any issues. Key aspects include identifying stakeholders and their concerns, assessing their current and desired commitment levels, developing a stakeholder management plan with engagement strategies, and regularly reviewing progress. The goal is to achieve the project objective while maintaining appropriate commitment among those impacted.
This document provides an overview of stakeholder identification and analysis techniques discussed in Bryson's book. It outlines several matrices and grids that can be used to analyze stakeholders, including:
1) A power versus interest grid to categorize stakeholders based on their power and interest levels
2) A stakeholder influence diagram to show how stakeholders influence each other
3) A participation planning matrix to determine the best ways to engage different stakeholders over time
4) Additional grids to assess stakeholder support, opposition, capabilities, and strategies for implementation.
Online resources provide examples of completed matrices and techniques for engaging stakeholders. Questions about the techniques are directed to the weekly discussion board.
The first stage of this is brainstorm who your stakeholders are. The next step is to prioritise them by power and interest, and to plot this on a Power/Interest grid. The final stage is to get an understanding of what motivates your stakeholders and how you need to win them around.
Stakeholder Management is one of the important matters in Project Management. The key are : Project management is taking about Human and Stakeholder Management is taking about People Engagement
This document discusses stakeholder analysis for a health center case study organization. It identifies key stakeholders including clients, staff, management, politicians, media, and community members. It plots these stakeholders on a power-interest grid to assess their influence and importance. Stakeholders in quadrants A, B, and C are most important as they can significantly influence the project or are important for its objectives. To reduce risk, the document recommends identifying all legitimate stakeholders, mapping their power and influence, and developing strategies to maximize positive influence and minimize negative impact. This includes carefully monitoring high influence stakeholders not directly involved, building good relationships with supportive stakeholders, and removing low priority stakeholders.
The document discusses effective stakeholder engagement for projects. It defines stakeholders as individuals or groups impacted by or critical to a project's success. The stakeholder engagement process involves identifying stakeholders, assessing them, planning communication, and engaging them. Effective engagement maximizes project success by winning support and cooperation. The document provides examples of identifying stakeholders for a university email migration project and assessing their concerns and communication needs. It also discusses challenges experienced with stakeholders and the successful outcome of applying engagement practices.
The document provides guidance on stakeholder engagement for sustainability and integrated reporting. It discusses emerging trends like measuring the degree of stakeholder engagement and expectations that companies will engage on broader issues. Effective stakeholder engagement requires identifying material issues and stakeholders, prioritizing them, defining engagement methods, and linking engagement to reporting and strategies. Engagement should be a two-way dialogue to understand diverse stakeholder needs and drive decision making. Following up after engagement through action, communication and accountability is important for building trust in the process.
The document discusses stakeholder mapping and engagement for influencing key groups. It defines primary and secondary stakeholders and outlines a framework for stakeholder relationship management. This includes identifying stakeholders, assessing their concerns and level of commitment, developing communication strategies, and obtaining ongoing feedback. An example stakeholder map shows positioning stakeholders on a grid based on their influence and criticality to the project. The document proposes building a game plan to move stakeholders toward more supportive orientations through addressing their key issues and assigning team members responsible for engagement strategies.
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
This document discusses stakeholder management. It defines a stakeholder as any individual, group, or organization impacted by a project. Stakeholder management is important to access resources, reduce risk, increase success, and ease project closure. The document outlines steps to identify stakeholders, prioritize them, analyze their interests, map them, communicate with them, and manage their expectations to help ensure project alignment and success. It also discusses stakeholder theory and balancing stakeholder interests.
The document discusses stakeholder analysis, which is a process used to identify individuals and groups affected by a decision or action, prioritize them for involvement, and understand their relationships. It provides context on the development of stakeholder analysis in business management and natural resource management. Key methods described for stakeholder analysis include identifying and categorizing stakeholders using matrices, interviews, and social network analysis to explore relationships between stakeholders.
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
This document discusses the Monitor Stakeholder Engagement process which involves monitoring project stakeholder relationships and modifying engagement strategies as needed. Key inputs include the project management plan, project documents like risk registers, and work performance data. Tools include meetings, data analysis, decision making techniques, and communication skills. Outputs include updated work performance information, change requests, and updates to project documents and management plans.
This document summarizes a stakeholder engagement focus group meeting held by APM People SIG on March 21st, 2017. The meeting agenda included a discussion on why stakeholder engagement should be a higher priority for project managers, and a presentation of resources being developed for a stakeholder engagement website. These resources include case studies of engagement challenges, patterns of ineffective engagement, and tools/techniques for mapping stakeholders and managing communications. Meeting attendees were encouraged to contribute their experiences to help other project managers improve their stakeholder engagement.
This presentation was given by Donnie MacNicol and Guy Giffin at the joint APM / RICS conference on project leadership held in London on 25th February 2014.
The document discusses new approaches for stakeholder management in business. It outlines a stakeholder analysis process involving identifying stakeholders, their interests, impact, and interactions. It then presents a methodology for stakeholder management following the 7 C's: concern, communicate, contribute, connect, compound, co-create, and complete. The methodology is applied to current projects focused on sustainable development and entrepreneurship.
This document provides an overview of Module 13 on Project Stakeholder Management. The module contains 4 lessons that cover key concepts, planning stakeholder engagement, managing engagement, and monitoring engagement. Each lesson defines the process, describes inputs and outputs, and lists tools that can be used. The overall goal is to identify stakeholders, understand their needs, develop engagement strategies, communicate with stakeholders, and ensure strategies remain effective as the project evolves.
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Stakeholder management involves identifying stakeholders, understanding their interests and level of commitment to a project's objective, and influencing them appropriately. It is an ongoing process of engagement that aims to build support and address any issues. Key aspects include identifying stakeholders and their concerns, assessing their current and desired commitment levels, developing a stakeholder management plan with engagement strategies, and regularly reviewing progress. The goal is to achieve the project objective while maintaining appropriate commitment among those impacted.
This document provides an overview of stakeholder identification and analysis techniques discussed in Bryson's book. It outlines several matrices and grids that can be used to analyze stakeholders, including:
1) A power versus interest grid to categorize stakeholders based on their power and interest levels
2) A stakeholder influence diagram to show how stakeholders influence each other
3) A participation planning matrix to determine the best ways to engage different stakeholders over time
4) Additional grids to assess stakeholder support, opposition, capabilities, and strategies for implementation.
Online resources provide examples of completed matrices and techniques for engaging stakeholders. Questions about the techniques are directed to the weekly discussion board.
The first stage of this is brainstorm who your stakeholders are. The next step is to prioritise them by power and interest, and to plot this on a Power/Interest grid. The final stage is to get an understanding of what motivates your stakeholders and how you need to win them around.
Stakeholder Management is one of the important matters in Project Management. The key are : Project management is taking about Human and Stakeholder Management is taking about People Engagement
This document discusses stakeholder analysis for a health center case study organization. It identifies key stakeholders including clients, staff, management, politicians, media, and community members. It plots these stakeholders on a power-interest grid to assess their influence and importance. Stakeholders in quadrants A, B, and C are most important as they can significantly influence the project or are important for its objectives. To reduce risk, the document recommends identifying all legitimate stakeholders, mapping their power and influence, and developing strategies to maximize positive influence and minimize negative impact. This includes carefully monitoring high influence stakeholders not directly involved, building good relationships with supportive stakeholders, and removing low priority stakeholders.
The document discusses effective stakeholder engagement for projects. It defines stakeholders as individuals or groups impacted by or critical to a project's success. The stakeholder engagement process involves identifying stakeholders, assessing them, planning communication, and engaging them. Effective engagement maximizes project success by winning support and cooperation. The document provides examples of identifying stakeholders for a university email migration project and assessing their concerns and communication needs. It also discusses challenges experienced with stakeholders and the successful outcome of applying engagement practices.
The document provides guidance on stakeholder engagement for sustainability and integrated reporting. It discusses emerging trends like measuring the degree of stakeholder engagement and expectations that companies will engage on broader issues. Effective stakeholder engagement requires identifying material issues and stakeholders, prioritizing them, defining engagement methods, and linking engagement to reporting and strategies. Engagement should be a two-way dialogue to understand diverse stakeholder needs and drive decision making. Following up after engagement through action, communication and accountability is important for building trust in the process.
The document discusses stakeholder mapping and engagement for influencing key groups. It defines primary and secondary stakeholders and outlines a framework for stakeholder relationship management. This includes identifying stakeholders, assessing their concerns and level of commitment, developing communication strategies, and obtaining ongoing feedback. An example stakeholder map shows positioning stakeholders on a grid based on their influence and criticality to the project. The document proposes building a game plan to move stakeholders toward more supportive orientations through addressing their key issues and assigning team members responsible for engagement strategies.
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
The Stakeholder Engagement tool helps ensure that the appropriate stakeholders in decision processes have been identified and involved.
Tool: https://www.cpc.unc.edu/measure/publications/ms-11-46-e
Webinar Recording: http://universityofnc.adobeconnect.com/p99y8bhnosx/
This document discusses stakeholder management. It defines a stakeholder as any individual, group, or organization impacted by a project. Stakeholder management is important to access resources, reduce risk, increase success, and ease project closure. The document outlines steps to identify stakeholders, prioritize them, analyze their interests, map them, communicate with them, and manage their expectations to help ensure project alignment and success. It also discusses stakeholder theory and balancing stakeholder interests.
The document discusses stakeholder analysis, which is a process used to identify individuals and groups affected by a decision or action, prioritize them for involvement, and understand their relationships. It provides context on the development of stakeholder analysis in business management and natural resource management. Key methods described for stakeholder analysis include identifying and categorizing stakeholders using matrices, interviews, and social network analysis to explore relationships between stakeholders.
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
This document discusses the Monitor Stakeholder Engagement process which involves monitoring project stakeholder relationships and modifying engagement strategies as needed. Key inputs include the project management plan, project documents like risk registers, and work performance data. Tools include meetings, data analysis, decision making techniques, and communication skills. Outputs include updated work performance information, change requests, and updates to project documents and management plans.
This document summarizes a stakeholder engagement focus group meeting held by APM People SIG on March 21st, 2017. The meeting agenda included a discussion on why stakeholder engagement should be a higher priority for project managers, and a presentation of resources being developed for a stakeholder engagement website. These resources include case studies of engagement challenges, patterns of ineffective engagement, and tools/techniques for mapping stakeholders and managing communications. Meeting attendees were encouraged to contribute their experiences to help other project managers improve their stakeholder engagement.
This presentation was given by Donnie MacNicol and Guy Giffin at the joint APM / RICS conference on project leadership held in London on 25th February 2014.
Micro Instructional Design for Problem-Based and Game-Based LearningAndy Petroski
The slides are from a webinar that I facilitated on March 30, 2015. The webinar recording can be viewed at http://www.training-pros.com/newsroom/trainingpros-webinars
Micro ID for Problem-Based and Game-Based Learning
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White paper: "Human performance improvement"APARNA SANAKA
The document discusses using root cause analysis and Ben Marguglio's Human Error Causal Factor Taxonomy to reduce human errors in a software maintenance project. It describes a case study where a financial services company outsourced website maintenance work. Root cause analysis identified that 44% of low quality ratings were due to human performance issues. Applying the taxonomy helped analyze causal factors and improve processes, training, and communication. As a result, customer satisfaction increased by 8% while the number of low quality ratings decreased.
This document discusses stakeholder engagement in project management. It provides an overview of the Stakeholder Engagement Focus Group (SEFG), which aims to raise awareness of and support for stakeholder engagement among project managers. The SEFG works to develop resources on its website and share knowledge through various means. It also discusses the roles and responsibilities of the project sponsor, who authorizes the project and provides resources, and the importance of identifying and classifying stakeholders to determine their level of influence and engagement needs. The document provides guidance on communicating effectively with different stakeholders.
The document provides information about Quintas & Quintas group, a Portuguese cable manufacturer founded in 1925. It discusses the company's business areas including low voltage underground cables, low voltage aerial bundled cables, medium voltage insulated cables, and more. It also presents key figures for the company and discusses their sustainability journey, including participating in a sustainability assessment, creating a code of ethics, and publishing their first sustainability report.
Root Cause Analysis, The 5 Why’s, and The Fishbone DiagramInvensis Learning
Processes across industry sectors often face problems due to non-conforming parts, which eventually lead to process failure, productivity, and even rework. Even when organizations have the best of frameworks or quality controls at place, problems still persist. So, it is highly imperative to ensure problems do not reoccur and get to the root cause of the same. This is where Root Cause Analysis (RCA) comes into the picture that uses a collection of problem solving methods to get to the actual root cause of the problem.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
Women in Innovation - Project Planning "How to Package My ProjectKTN
The aim of this workshop is to provide tools and insights focused on Questions 9 and 10 of the application. We will explore the following:
- How to break down the activities you propose to undertake over the course of the 12 months programme into costed “Work Packages”
- How to prepare a Gantt Chart, what activities to include, and how to use this as an ongoing planning and reporting tool
- What to consider if you are subcontracting, how to manage collaborators and suppliers
The document outlines the agenda for a webinar series hosted by Cleantech Open. The webinar series provides mentorship and guidance to cleantech startups. The agenda lists the dates and topics that will be covered in the summer webinar program, including sessions on business models, markets, fundraising, and preparing for investor presentations. It also outlines the agenda for the September 11th national webinar, which will include a session on perfecting the startup pitch as well as an overview of the next steps in Cleantech Open's program.
Phoenix, the federal government’s pay modernization initiative, aptly illustrates the federal government’s challenges with successfully deploying shared services. Phoenix, Shared Travel Services, and the Government of Canada Marketplace demonstrate that traditional waterfall project management coupled with an excessive emphasis on specifications can exacerbate risk and produce less-than-ideal results.
On schedule and on budget, Buyandsell.gc.ca began hosting the Government Electronic Tendering Services on June 1 2013. The shared services offered on Buyandsell.gc.ca help more than 80,000 private sector suppliers and buyers representing more than 90 federal departments and agencies to focus on doing business, instead of figuring out how to do business. Buyandsell.gc.ca hosts more than 1 million page views per month.
This document provides information about an upcoming Grant Writing Masterclass on August 16th 2019 presented by Lorraine Acheson. The masterclass will provide guidance to attendees on writing successful applications for R&D grant funding, covering topics such as: types of available funding, assessing project suitability for different grants, eligibility criteria, searching for funding opportunities, and answering assessors' questions to impress reviewers. The goal is to help attendees develop competitive applications that clearly demonstrate how their projects align with funders' priorities and represent good value for money.
The document provides details about a Six Sigma project conducted at Kennametal India Ltd. to reduce internal scrapping of carbide inserts. The project team analyzed insert manufacturing processes using tools like SIPOC, flowcharting and Pareto analysis. Data was collected on various defects like damages, unaccounted losses etc. to identify key causes of scrapping. The DMAIC approach was used, with the 'Define' phase focusing on problem definition, CTQ identification and process mapping to scope the Six Sigma implementation project at Kennametal.
Jo Jolly & Donnie Mac Nicol: The Race to Net Zero - are you on track with you...PMIUKChapter
“It’s not as bad as you think – it’s worse.” Sir James Bevan, Chief Executive, Environment Agency
The Project Data Analytics Task Force recently launched an initiative to prompt and inform project and data professionals on the actions they can take in relation to climate change, and how they can leverage their influence.
On the basis that you cannot control what you cannot measure, the Task Force has developed a Carbon Self-Evaluation tool. This allows benchmarking in and across sectors. The tool encourages bottom-up action while providing data that will challenge the effectiveness of top-down strategies and policies.
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The Race to Net Zero - are you on track with your projects?PMIUKChapter
“It’s not as bad as you think – it’s worse.” Sir James Bevan, Chief Executive, Environment Agency
The Project Data Analytics Task Force recently launched an initiative to prompt and inform project and data professionals on the actions they can take in relation to climate change, and how they can leverage their influence.
On the basis that you cannot control what you cannot measure, the Task Force has developed a Carbon Self-Evaluation tool. This allows benchmarking in and across sectors. The tool encourages bottom-up action while providing data that will challenge the effectiveness of top-down strategies and policies.
A key point is that the biggest untapped potential to contribute is through using data analytics to drive out waste in every aspect of project delivery. The objective is an environment in which ‘climate’ is inherent in every decision we make – to maximise the benefit for the environment and people, and to minimise detrimental impact. The challenge however is to overcome human and commercial barriers to this.
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Practical Implementation Tips For Implementing a Financial Planning - QueBIT ...QueBIT Consulting
We’re driven to help organizations improve their agility to make intelligent decisions that create value.
This is why we’re committed to excellence in analytics strategy, implementation, and training.
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The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
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@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
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The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
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The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
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Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
[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
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
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.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
2. UCL DEPARTMENT OF GEOGRAPHYMSc in Strategic Management of Projects
Bartlett School of Construction and Project Management
Copyright of ImpaQt Consulting 2016
20#yrs 4#yrs 8#yrs 5#yrs
Hands.on#Project#Management
Program#
Leadership
Built/Sold##PPM#
Consultancy
Independent#
PPM#Advisor
7. 2. The S&L Board APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
7
Stakeholder engagement is the systematic identification, analysis and
planning of actions to communicate with, negotiate with and influence key
stakeholders. Stakeholders are all those who have an interest or role in
the project or are impacted by the project.
APM BoK 5th Edition
So,$what$elements$of$complexity$can$we$now$
prepare$be6er$for?$$We$look$at$6$areas$below,$
through$stakeholder$engagement$modelling$
What%enables Success? What%is Success?
Defining%Success%in%Complex%
Programmes
• Benefits((tangible((/intangible)
• Stakeholders((interests(/(
perceptions)
• Critical(Success(Factors
• Clarity(of(Objectives
• Strategic(Risk(Management
• Leadership
• Stakeholder(Engagement
• etc
Project Programme Major Programme
central control
controllable
tasks
organised
linear
closed, clockwork
systems
easier to
understand
clear cause & effect
stable
loose coupling
equilibrium
The$Project+Programme$Spectrum’s$
characteris5cs$
Technically
complex
Multi scale
unpredictableNon linear
emergent
Difficult to
understand
Unclear cause & effect
unstable
Takes too long,
costs too much
Complex
stakeholder
relationships
political
Prone to optimism bias
..."What"are"the"causes?"
% of projects
Not a successful picture! The Standish
Group (CHAOS 2009 Report) noted the
highest failure rate in over a decade:
Challenged"44"%"
Failed"
Success"32"%""
2. Lack of clear senior management ownership and
leadership
3. Lack of effective engagement
with stakeholders
4. Lack of skills and proven approach to project
management and risk management
5. Too little attention to breaking development and
implementation into manageable steps
7. Lack of understanding of, and contact with the
supply industry at senior levels in the organisation
8. Lack of effective project team integration between
clients, the supplier team and the supply chain
6. Evaluation of proposals driven by initial price
rather than long-term value for money (especially
securing delivery of business benefits)
1. Lack of clear links between the project and the
organisation's key strategic priorities, including
agreed measures of success
Cabinet"Office"/"NAO""Common"Causes"of"Project"Failure"D"2004"
Where does it get tricky?
wicked
problem
wicked
mess
tame
problem
messy
problem
social
complexity
technical
complexity
low high
high
low
• One of many models that exist
7
(Model based on ‘Tame, Messy
& Wicked Risk Leadership’
Model by David Hancock,
Head Infrastructure IPA
Cabinet Office)
1
3
2
4
13. 3. The S&L Rules APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
13
Outputs of the process Step
• A roles description matrix that has analysed my (and my
team’s) set of project roles and identified which roles are
most apposite for the positive influencing of stakeholders.
• A clear definition of the activities, outputs and outcomes that
define the success of the project.
• To recognise that the stakeholders will have different perceptions
of what success means for the project and what it means for
themselves.
• To define the environmental complexities and the likely
impact on the project’s benefits delivery
• To assess the impact of how the complexities will affect the
perceptions and attitude of the stakeholders to the project.
• The categorisation of the level of complexity and the likely
Stakeholder resources required.
Define the
Activities and
Outputs
Understand the
desired
Benefits /
Outcomes
2. Defining the Task
The Team’s
Roles
1. My Role & the Team
My Leadership
Roles
Define the Areas of
Complexity
3. Environment Complexity
Assess Impact of
Complexity on
Stakeholders
Plan: What
mechanisms
are available to
influence them
The Approach:
When, how,
who and with
what
5. Plan to Influence
What are their
Interests and
Power
4. Identify & Assess
Who are the
stakeholders
(internal &
external)
What is the effect of
the stakeholder
engagement
6. Continual Review
What will we do
differently
14. 3. The S&L Rules APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
14
Project Complexity - Rating for CASE Tool Step 3
Consideration of Environmental Complexity Source: adapted from Shenhar & Dvir
Environment Description Dimension Score Weighting
Dimension
Total
Environment
Total
RAG
Effect of Complexity Dimension
on Stakeholkders' perception of
success & positive engagement
with the project?
Compound effect of
dimension on our ability to
influence the
stakeholders?
RAG
is it of
concern?
1 to 5 %
compound
of A*W
sum of
dimensions
is it of
concern?
H (1) / M (2) / L (3)
Political What are the external political
affects on the project from
national of local political
stakeholders?
What is the impact of Politics on
your programme?
1 60% 0.6 3 1.8
Is there an above norm
deliberate influence on the
project from external
stakeholders?
How political is the external
environment?
5 40% 2 2 4
2.6 Partial 5.8 Partial
Social Are the social networks external
to the project conducive to
success?
Are the social networks mapped,
stable, believable and able to
support success?
3 30% 0.9 3 2.7
Are the social networks internal
to the project conducive to
success?
Are the social networks mapped,
stable, believable and able to
support success?
2 70% 1.4 2 2.8
2.3 Partial 5.5 Partial
Technology The project's level of
technological uncertainty.
Is the project's level of
technological uncertainty
compounded by new technology,
systems and processes that affect
the likely project success?
4 100% 4 3 12
4 No 12 No
Funding The current and future funding Is the current funding in place? 4 25% 1 1 1
Is future funding in place? 2 50% 1 2 2
Is there sufficient contingency? 1 25% 0.25 3 0.75
2.25 Partial 3.75 Yes
Novelty The uncertainty of the project's
goal, the uncertainty in the
market, or both.
How new is the projects' product to
customers? 1 50% 0.5 2 1
How new is the projects' product to
users?
2 20% 0.4 2 0.8
How new is the projects' product to
the market in general?
1 30% 0.3 3 0.9
1.2 Yes 2.7 Yes
Pace The urgency of the project -
namely, how much time there is
to complete the job
Is there a reasonable time planned
for the delivery of the project? 1 20% 0.2 1 0.2
Is there contingency for schedule
slippage?
2 20% 0.4 1 0.4
How thoroughly have risks and
issues been modelled for their
posisble impact on the project?
2 60% 1.2 2 2.4
1.8 Yes 3 Yes
Business
Environment
The capability and capacity of the
business/organisation to support
the project's success
Is there sufficient support from the
leadership?
4 40% 1.6 3 4.8
Is there sufficient support from the
business (process, systems, tools)
to support success?
2 20% 0.4 1 0.4
Are there trhe capabilities (and
capacity) of competencies and
skills to deliver project success?
3 40% 1.2 2 2.4
3.2 Yes 7.6 Yes
Step 3A: Defining the Dimensions of Complexity Step 3B: Assessing Impact of Complexity on Stakeholders
CASE Tool Step 3A and 3B Assessment Charts
Purpose of this Tool:
Purpose of this Tool:
Summary output of this tool:Tool:
This spreadsheet enable the user to assess the relative complexity of the project and
consider what effect this might have on stakeholder engagment. At this stage (see 6 steps
model below) there is no need to map all the stakeholders. That is part of Step 4.
0
5
10
15
Political
Social
Technology
FundingNovelty
Pace
Business
Environment
Stakeholder Compound Complexity
Radar Chart
Series1
15. 3. The S&L Rules APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
15
Outputs of this process Step:
• To list the stakeholders and categorise them by Power and Influence
• To better understand them and influence more effectively
• To align the stakeholders to outputs of Steps 1-3
• To prioritise effort in preparing a plan to address issues and risks
The Power-
Interest Matrix
Diagnostic
Step 1 - list all stakeholders (listed in single register - see tabs on this spreadsheet)
Step 2 - list stakeholders on a matrix - (plot on a 2x2)
Step 3 - assessment of stakeholders comitment and contribution (see table below)
Step 4 - plot where you would like each stakeholder to be (show arrow, or if in good position, just circle name)
Disagrees Neutral Supportive Committed
Critical
Desirable
Non-
Essential
Contribution
Commitment
Step 5 - develop an action plan that becomes part of the Program Communications Plan (see below)
Stakeholder Role; interests etc Current Level Target Level Primary Interface Actions
Brian Prichard Program Sponsor Critical; Neutral Critical; Committed PgM Regular meetings to build mutual confidence
David Jespers Program Manager n/a n/a n/a n/a
James Balouche Account Manager
Shahar Zubari Lead R&D Israel
Kim Yuna Head Korea Delivery & Support
Ben Wiggins Head of Integration & Test
Virat Tendulkar R&D India
Tony Woods Head Customer Operations
Daniel Beckham Head of UK Delivery
Samantha
Masters Cluster Manager
Steven Gerrard Customer CEO Critical; Neutral Critical; Committed Brian Pritchard
Seek regular face-to-face meetings (every 3 months) to talk
through progress and wider relationship issues
Luis Sanchez Customer CFO
Jonjo Shelvey VP Customer Operations Critical; Committed
José Sánchez Customer Program Manager
Alena Leonova VP Broadcast Operations
Miki Ando VP Marketing Non-Essential/ Disagrees
Daniel Agger
Senior Team Leader at Broadcom:
Chipset vendor
Martin Škrtel
Senior Team Leader at Pace: STB
Vendor
Jamie
Carragher
Senior Team Leader at Humax:
STB Vendor
Users of the Pay-
TV
Riesman
Ram
on
Espera
nza
Miro
Gonza
la
Tars
h
Limpton
Martinez
Burg
in
Bors
on
Ryd
er
Karel
Pont
The Stakeholder
Registers & Network
Diagram
Define the
Activities and
Outputs
Understand the
desired
Benefits /
Outcomes
2. Defining the Task
The Team’s
Roles
1. My Role & the Team
My Leadership
Roles
Define the Areas of
Complexity
3. Environment Complexity
Assess Impact of
Complexity on
Stakeholders
Plan: What
mechanisms
are available to
influence them
The Approach:
When, how,
who and with
what
5. Plan to Influence
What are their
Interests and
Power
4. Identify & Assess
Who are the
stakeholders
(internal &
external)
What is the effect of
the stakeholder
engagement
6. Continual Review
What will we do
differently
16. 3. The S&L Rules APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
16
Outputs of these process Steps:
• To categorise the stakeholders and identify what tools,
mechanisms and processes are available to influence them
• To develop a plan that details a comprehensive approach to
the optimal effect on the stakeholders to deliver the project
more successfully (time, cost and scope). Align to the Project
Communication Plan
• To review effects on the stakeholders of the integrated
plan
• To identify what we could be doing better
• To adapt the plan as necessary
Define the
Activities and
Outputs
Understand the
desired
Benefits /
Outcomes
2. Defining the Task
The Team’s
Roles
1. My Role & the Team
My Leadership
Roles
Define the Areas of
Complexity
3. Environment Complexity
Assess Impact of
Complexity on
Stakeholders
Plan: What
mechanisms
are available to
influence them
The Approach:
When, how,
who and with
what
5. Plan to Influence
What are their
Interests and
Power
4. Identify & Assess
Who are the
stakeholders
(internal &
external)
What is the effect of
the stakeholder
engagement
6. Continual Review
What will we do
differently
22. APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
22
BSP Strategy Design – Benefits Map – BSP’s logic (simplified)
Building Safety
Policy & Advice
Stakeholder
Engagement,
Comms & Case
Workers
Building
Solutions
Programme
Buildings Safety
Regs System
Review
Programme
Lead
Activities Outputs Outcomes
Unifying Purpose
Residents of
high rise
buildings are
safe and feel
safe from the
risk of fire
now and in
the future.Greater
compliance with
Fire Safety
Requirements
A safe buildings estate
that has fewer fatalities
and injuries through
avoidable fire-related
incidents
Budget decisions can be made
against a world class database
that has prioritised list to
identify urgent/importance of
remedial work
Design a database that
effectively and efficiently
collects the asset data
Stakeholders mapped and
engaged proactively
Support the Independent
review with the right ToR, skills,
engaging the right people
Translate the policy decisions
into meaningful, affordable and
timely building solutions with
Industry/HO/FRS buy-in
Industry is engaged, mainly
through IRG, to jointly
understand how to deliver BSP
objectives successfully
Deliver an Interim and Full
Report that provides clear
recommendations on next steps
to achieve BSP mission
Remediation: Support and give
assurance of delivery of timely,
cost effective Fire Safety works
Trust in
government
increases across
all stakeholders
UK has turned the
disaster of Grenfell
into an opportunity
to demonstrate
world leading
building safety with
a fully joined up
public-private
sector partnership
Government Policy is
delivered effectively,
efficiently and
demonstrates Value for
Money Solutions
Stakeholders feel
safer
Stakeholders surveys
demonstrate success of the BSP
to make a meaningful
difference
Ministerial Decision Points
defined with proven delivery
against defined objectives
Establishes Governance and
management to deliver success
Providing advice on making
buildings safe (who, where,
what, when)
Clear Policy proposals made to
Ministers with costed,
prioritised recommendations
Assurance that Remediation
has taken place
Coordinated, & Industry tested,
delivery plan to time/cost
Improved Safety
Culture
equivalent to
worker safety
Achieves best
value, best
quality and best
speed
= primary
logic trail
Benefits
Implemented
Recommendations
eg Buildings Regs
At Risk Buildings identified
Cladding & systems tested &
Communicated
BSP Projects
Ladder #1: What
Communications Plan in place
and being delivered well
Stakeholders mapped and
engaged proactively Stakeholders surveys
demonstrate success of the BSP
to make a meaningful
difference
Trust in government increases
across all stakeholders
Stakeholders feel they can
raise concerns and are being
listened to
29. APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
29
Housing Tenant
Local Authority
Industry
Fire Service
Grenfell Residents
ØWe have completed first response
well, but have Lessons to Learn
ØWe have designed BSP well
ØWe are engaging Stakeholders
well
ØWe know the scale of the
task/opportunity
ØWe have listened to and
exchanged key data
ØWe have a prioritised plan of
action that knows: who, what,
when, where, cost, etc
ØEvidence that the Building Solutions
Programme and the Buildings Regs
Safety Review are on track to deliver
against SofS commitments
ØStakeholders fully engaged
ØOpportunities for other benefits
identified and managed
Test stakeholder ‘soft’
feedback on how we are
delivering against
‘hard’ targets
‘Soft’ Performance Targets
‘Hard’
Targets
Ba simple performance framework that balances ‘soft’ and ‘hard’ targets
Ladder #3: How
Build a simple performance framework that balances ‘soft’ and ‘hard’ targets
30. APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
30
BSP Perf Mangt – Soft Target Case Study
Housing Tenants – at the heart of everything we do
"We feel reassured about the safety of our building “
“We were kept informed and given information about how we were being kept safe as the work progressed”
"We were consulted about what would make us feel safe and we are pleased with the work done”
"It looks better and feels safer than it did before“
Prime
Indicator
Expected
Baseline
Response
Sept 2017
By
December
2017
By May
2018
By Dec 2018
1.1.1 There were immediate steps taken to make our building safe 1st 3 4 4 4
1.1.2 I was informed what these steps were 2 2 3 3
1.1.3 I felt that our safety from fire was a key concern of the LA Yes 2 3 4 5
1.2.1 I was informed / able to access information that explained
what type of cladding we have and whether tests would be
carried out
1st 3 4 4 4
1.2.2 Results of the tests were shared with us 3 4 4
1.2.3 I understand that a plan will be developed to assess the most
effective way fo making the building safe
4 5 6 6
1.2.4 The plan, when ready, was shared with us Yes 4 5 6 6
1.2.5 I was informed of progress and likely completion date Yes 6 7 7
1.3.1 I can access the Terms of the Independent Review and I can
share my comments back
Yes 4 4 5 5
1.3.2 I can input my safety concerns to the LA / HA 4 4 5 6
1.3.3 I feel that there is good feedback on my concerns 1st 4 4 6 7
Test 1: We feel reassured about safety in our building
1.1 Immediate Response
1.2 Testing and Remediation
1.3 Longer term Fire Safety
Ladder #3: How
31. APM People SIG - Webinar
Stakeholder Engagement
Snakes & Ladders of
Stakeholder Engagement
Paul Mansell
Feb 18
31
Ladder #3: How
2. Build Guiding Teams2. Build Guiding Teams
3. Get the Right Vision3. Get the Right Vision
4. Communicate for Buy4. Communicate for Buy--inin
5. Enable Action5. Enable Action
6. Create Short6. Create Short--term Winsterm Wins
7. Don7. Don’’t Let Upt Let Up
8. Make It Stick8. Make It Stick
1. Increase Urgency1. Increase Urgency
Creating a
Climate for
Change
Engaging &
Enabling the Whole
Organization
Implementing &
Sustaining the
Change
2. Build Guiding Teams2. Build Guiding Teams
3. Get the Right Vision3. Get the Right Vision
4. Communicate for Buy4. Communicate for Buy--inin
5. Enable Action5. Enable Action
6. Create Short6. Create Short--term Winsterm Wins
7. Don7. Don’’t Let Upt Let Up
8. Make It Stick8. Make It Stick
1. Increase Urgency1. Increase Urgency
Creating a
Climate for
Change
Engaging &
Enabling the Whole
Organization
Implementing &
Sustaining the
Change
Kotter and Cohen’s Heart of Change recognises three phases in
successful Change Management
Kotter and Cohens heart of change recognises three
phases in successful change management
36. www.apm.org.uk/stakeholder-engagement
Stakeholder Engagement Focus Group
§ Established in 2013, now part of the APM People SIG
(specific interest group)
§ Anyone can join or contribute
– The SEFG is a collaborative team of interested project practitioners from
different disciplines
– We welcome all contributions, you don’t need to be a member of the APM
– Contact form on website – www.apm.org.uk/stakeholder-engagement
– Twitter contact welcome - @apmsefg
“Making stakeholder
engagement a higher
priority”
37. This presentation was delivered
at an APM webinar
To find out more about
upcoming webinars please visit
our website
www.apm.org.uk/events