The document discusses an upcoming presentation on Enterprise 2.0 structures and companies that are trying to adopt this model. It provides an agenda that will examine the vision, mission, values, strategy, action plan, and project management of these companies. A brief introduction is given about the presenter, Jacques Folon, including his background and credentials. The presentation materials and contact information for Folon are also mentioned.
A model produced to summarise the results of an MBA dissertation to answer the research question \'How can organisations exploit the potential of Business Intelligence Systems to improve Business Performance?\'
Successfully Transforming Your Business….The End to End Demand-driven Value Network
“The Business Operating Strategy”
Is Your Business Planning and Supply Chain Strategy
An Emerging Market View
By Roddy Martin
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
FRAUDES, 12è RdV des Managers de la qualité, comment garantir l'authenticité ...Yvon Gervaise
Quelle est l'innovation en matière de techniques de détection des fraudes et d'authentification des matières premières et des produits? Quels sont les nouveaux protocoles d'analyses et de caractérisation de la pureté et de la détermination des impuretés? Quels nouveaux processus techniques d'analyses et d'authentification des produits? Quelle valeur ajoutée pour le développement en industrie agro-alimentaire? Quelles réponses aux exigences consommateurs et aux nouvelles exigences de la législation? (Loi Hamon du 18/03/2014)
The Language of Discovery: Designing Big Data InteractionsJoe Lamantia
The Language of Discovery: A Grammar for Designing Big Data Interactions
The oncoming tidal wave of Big Data, with its rapidly evolving ecosystem of multi-channel information saturated environments and services, brings profound challenges and opportunities for the design of effective user experiences.
Looking deeper than the celebratory rhetoric of information quantity, at its core, Big Data makes possible unprecedented awareness and insight into every sphere of life; from business and politics, to the environment, arts and society. In this coming Age of Insight, 'discovery' is not only the purview of specialized Data Scientists who create exotic visualizations of massive data sets, it is a fundamental category of human activity that is essential to everyday interactions between people, resources, and environments.
To provide architects and designers with an effective starting point for creating satisfying and relevant user experiences that rely on discovery interactions, this session presents a simple analytical and generative toolkit for understanding how people conduct the broad range of discovery activities necessary in the information-permeated world.
Specifically, this session will present:
• A simple, research-derived language for describing discovery needs and activities that spans domains, environments, media, and personas
• Observed and reusable patterns of discovery activities in individual and collaborative settings
• Examples of the architecture of successful discovery experiences at small and large scales
• A vocabulary and perspective for discovery as a critical individual and organizational capability
• Leading edge examples from the rapidly emerging space of applied discovery
• Design futures and concepts exploring the possible evolution paths of discovery interactions
PréSentation Storytelling Partie 3 du rapport d'innovation de courts circuitsnous sommes vivants
le nouveau rapport d'innovation de courts circuits : LE STORYTELLING "des histoires non, notre histoire oui"
....Des petites histoires comme traces d’une grande histoire.....
La culture est un ensemble de pratiques et de croyances.
Le but d’un créateur de culture, le but de toute marque, est donc d’organiser ces croyances et ces pratiques, de les orienter, de les catalyser.
Les histoires jouent un rôle essentiel, par leur capacité à formaliser des modèles, à être des tuteurs psychosociologiques.
Nike invite à la transcendance. Elle le fait en s’appuyant sur des récits ponctuels, mosaïques, qui renvoie à l’air du temps comme à son méta-récit.
Storytelling signifie littéralement raconter une histoire en anglais.
Le Storytelling est la version moderne de l’art de la transmission et de la conviction par le pouvoir des histoires. Il consiste à faire émerger une ou plusieurs histoires à fort pouvoir de séduction et de conviction. Selon le principe que pour parler à la tête, il faut souvent d’abord toucher le coeur. Autrement dit passer par l’émotion pour atteindre la raison
A model produced to summarise the results of an MBA dissertation to answer the research question \'How can organisations exploit the potential of Business Intelligence Systems to improve Business Performance?\'
Successfully Transforming Your Business….The End to End Demand-driven Value Network
“The Business Operating Strategy”
Is Your Business Planning and Supply Chain Strategy
An Emerging Market View
By Roddy Martin
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
FRAUDES, 12è RdV des Managers de la qualité, comment garantir l'authenticité ...Yvon Gervaise
Quelle est l'innovation en matière de techniques de détection des fraudes et d'authentification des matières premières et des produits? Quels sont les nouveaux protocoles d'analyses et de caractérisation de la pureté et de la détermination des impuretés? Quels nouveaux processus techniques d'analyses et d'authentification des produits? Quelle valeur ajoutée pour le développement en industrie agro-alimentaire? Quelles réponses aux exigences consommateurs et aux nouvelles exigences de la législation? (Loi Hamon du 18/03/2014)
The Language of Discovery: Designing Big Data InteractionsJoe Lamantia
The Language of Discovery: A Grammar for Designing Big Data Interactions
The oncoming tidal wave of Big Data, with its rapidly evolving ecosystem of multi-channel information saturated environments and services, brings profound challenges and opportunities for the design of effective user experiences.
Looking deeper than the celebratory rhetoric of information quantity, at its core, Big Data makes possible unprecedented awareness and insight into every sphere of life; from business and politics, to the environment, arts and society. In this coming Age of Insight, 'discovery' is not only the purview of specialized Data Scientists who create exotic visualizations of massive data sets, it is a fundamental category of human activity that is essential to everyday interactions between people, resources, and environments.
To provide architects and designers with an effective starting point for creating satisfying and relevant user experiences that rely on discovery interactions, this session presents a simple analytical and generative toolkit for understanding how people conduct the broad range of discovery activities necessary in the information-permeated world.
Specifically, this session will present:
• A simple, research-derived language for describing discovery needs and activities that spans domains, environments, media, and personas
• Observed and reusable patterns of discovery activities in individual and collaborative settings
• Examples of the architecture of successful discovery experiences at small and large scales
• A vocabulary and perspective for discovery as a critical individual and organizational capability
• Leading edge examples from the rapidly emerging space of applied discovery
• Design futures and concepts exploring the possible evolution paths of discovery interactions
PréSentation Storytelling Partie 3 du rapport d'innovation de courts circuitsnous sommes vivants
le nouveau rapport d'innovation de courts circuits : LE STORYTELLING "des histoires non, notre histoire oui"
....Des petites histoires comme traces d’une grande histoire.....
La culture est un ensemble de pratiques et de croyances.
Le but d’un créateur de culture, le but de toute marque, est donc d’organiser ces croyances et ces pratiques, de les orienter, de les catalyser.
Les histoires jouent un rôle essentiel, par leur capacité à formaliser des modèles, à être des tuteurs psychosociologiques.
Nike invite à la transcendance. Elle le fait en s’appuyant sur des récits ponctuels, mosaïques, qui renvoie à l’air du temps comme à son méta-récit.
Storytelling signifie littéralement raconter une histoire en anglais.
Le Storytelling est la version moderne de l’art de la transmission et de la conviction par le pouvoir des histoires. Il consiste à faire émerger une ou plusieurs histoires à fort pouvoir de séduction et de conviction. Selon le principe que pour parler à la tête, il faut souvent d’abord toucher le coeur. Autrement dit passer par l’émotion pour atteindre la raison
Présentation storytelling Introduction du rapport d'innovation de courts circ...nous sommes vivants
le nouveau rapport d'innovation de courts circuits : LE STORYTELLING "des histoires non, notre histoire oui"
....Des petites histoires comme traces d’une grande histoire.....
La culture est un ensemble de pratiques et de croyances.
Le but d’un créateur de culture, le but de toute marque, est donc d’organiser ces croyances et ces pratiques, de les orienter, de les catalyser.
Les histoires jouent un rôle essentiel, par leur capacité à formaliser des modèles, à être des tuteurs psychosociologiques.
Nike invite à la transcendance. Elle le fait en s’appuyant sur des récits ponctuels, mosaïques, qui renvoie à l’air du temps comme à son méta-récit.
Storytelling signifie littéralement raconter une histoire en anglais.
Le Storytelling est la version moderne de l’art de la transmission et de la conviction par le pouvoir des histoires. Il consiste à faire émerger une ou plusieurs histoires à fort pouvoir de séduction et de conviction. Selon le principe que pour parler à la tête, il faut souvent d’abord toucher le coeur. Autrement dit passer par l’émotion pour atteindre la raison
PréSentation Storytelling Partie 1 du rapport d'innovation de courts circuitsnous sommes vivants
le nouveau rapport d'innovation de courts circuits : LE STORYTELLING "des histoires non, notre histoire oui"
....Des petites histoires comme traces d’une grande histoire.....
La culture est un ensemble de pratiques et de croyances.
Le but d’un créateur de culture, le but de toute marque, est donc d’organiser ces croyances et ces pratiques, de les orienter, de les catalyser.
Les histoires jouent un rôle essentiel, par leur capacité à formaliser des modèles, à être des tuteurs psychosociologiques.
Nike invite à la transcendance. Elle le fait en s’appuyant sur des récits ponctuels, mosaïques, qui renvoie à l’air du temps comme à son méta-récit.
Storytelling signifie littéralement raconter une histoire en anglais.
Le Storytelling est la version moderne de l’art de la transmission et de la conviction par le pouvoir des histoires. Il consiste à faire émerger une ou plusieurs histoires à fort pouvoir de séduction et de conviction. Selon le principe que pour parler à la tête, il faut souvent d’abord toucher le coeur. Autrement dit passer par l’émotion pour atteindre la raison
Business Storytelling by Cynthia Hartwig of Two PensCynthia Hartwig
Anyone familiar with the Bible and Aesop’s fables already knows that stories are the oldest persuasive tool since the dawn of time. And now everybody from the The Wall Street Journal to LinkedIn is saying that storytelling will be the number one business skill needed in the next five years. That’s why you should run, don’t walk, to see the hands-on business storytelling workshop with Cynthia Hartwig, fiction writer and co-founder of Two Pens.
Over the course of her career in advertising and social media, Cynthia Hartwig has honed the act of telling stories into a fun and practical art. She’ll lead you in a series of practice-makes-perfect exercises that will help you to persuade, excite, sell and sway people to your point of view.
You’ll see how stories can be used in all kinds of business settings to communicate and connect with employees, customers, colleagues, partners, suppliers, and the media.
You’ll learn the mechanics of telling a story with a beginning that hooks you, to a middle that builds tension, to a satisfying end.
You’ll learn how to weave rich information (even numbers) with personal insights and emotional power and then experience the thrill of having an audience remember what you’ve said. Many writing exercises are included to help you tap into the mind’s unique hard-wiring that can create a story out of almost any experience.
How to break the status quo barrier (webinar may 1)Corporate Visions
Statistics show that the most dangerous competitor you face is the status quo — it’s your prospects deciding to do nothing. If you want to grow your business, you’ll need to challenge your customers to do something different. And you need to turn more opportunities from "no decision" into decisions that favor you. The best way to do this is to establish the buying vision in the first place.
E-business has varied components; they include merchandise planning and analysis, inventory management, knowledge management and customer relationship management. Several new technologies have now emerged to support e-business. Some of them are portals, trading exchanges and indirect procurement among others.
The main reasons for conducting E-business include improving service level, creating growth potential, enhancing customer access and reducing distribution costs.
In this presentation we will discuss the various business architecture of e-business while also discussing ways of effective e-business management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will discuss the e-business architecture, multilayer architecture for e-business sites and various e-business areas. We will also talk about the evolution of e-business and potential of various e-business applications.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
entreprise 2.0 (stratégie, plan d'actions, gestion de projets)
1. Ce soir, nous allons examiner les structures
des entreprises 2.0 ou qui essayent de l’être
2. Entreprise 2.0
Mission, vision, valeurs, stratégie,
plan d’actions et gestion de projets
Jacques Folon
Chargé de cours ICHEC
Me. de conférences Université de Liège
Professeur invité Université de Metz
Partner Edge Consulting
5. 1. Vision globale de l’entreprise
Table des
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?) matières
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
6. Administr@tions Actionnaires
Soc de Banque
Service Push CONCURRENTS
Sous- Site Financier
Traitant
Dématérialisation Partenaires
Producteur de des procédures
Web Machines
Sites
GestionTrésorerie VeilleConcurrentiell ’appeld ’offre
d
Co-ingienerie e et Intelligence
Télémaintenance
machines
Economique
C
Veille Back-up
Site Technologique commerciaux
de
crise
Extranet
Marketing
L
EDI
Bureau
d’Etude Gestion
$ Marketing
social media I
Publicité
Supply Achats
Maintenance
DG Vente
B2B
Distributeur
E-biz
E
Chain Marchand
Fournisseurs Production
Recherche DRH SAV tracking N
nouveaux
Logistique
Fournisseurs Back-up
Market-Place E-learning techniciens Tutoring T
Sites de Tutoring SVP Club Télémaintenance
Télétravail utilisateur
Recrutement S
Fournisseurs CLIENTS
7. administrations Actionnaires
Soc de Service Banque
Push CONCURRENTS
Site Financier
Sous-Traitant
Dématérialisation
Producteur de des procédures
Web Machines
Sites d ’appel
Extranet
Veille
Gestion Trésorerie Concurrentielle et d ’offre
Co-ingienerie Intelligence
Télémaintenance Economique C
S
machines ASP
Veille Back-up
Site Technologique commerciaux
de
crise
Extranet
Marketing
L
one to one
EDI e-mailing, bandeaux, I
C
Bureau
Gestion
$ Marketing
site promotionnel...
d’Etude
Supply Chain Publicité e-
Managt B to
B Achats
Maintenance
DG Vente
B to
B
commer
DistributeurMar ce E
chand
Fournisseurs Production
N
M DRH SAV tracking
Recherche Logistique
nouveaux
KM
Fournisseurs Back-up
Market-Place
E-learning Télé-Tutoringtechniciens Tutoring T
Sites de SVP réclamations Club Télémaintenance
Télétravail utilisateur
Recrutement S
ournisseurs CLIENTS
8. 1. Vision globale de l’entreprise Table des matières
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
10. Definition
• “Enterprise 2.0 is the use of
emergent social software platforms
within companies or between
companies and their partners and
customers”
– Andrew McAfee
– Associate Professor, Harvard Business
School
• i.e. Web 2.0 behind the firewall
10
30. …if she misses a
meeting she pulls the
summary minutes from
a document repository.
…if the minutes have been captured!
…if she knows where they are!
…if she has access privileges to them!
55. 55
Source: Getting Real About Enterprise 2.00 200 Picture credit: www.cs4fn.orgOscar Berg & Henrik Gustafsson, Acando
56. People
• The Strength of Weak Ties
• Weak ties are those people
in our social networks that
we have linked to or have
met at a conference and
exchanged business cards
with - the people that are
on our radar as potential
colleagues or potential
business partners.
56
57. The New Enterprise
Source: Paradigm Shift: The New Promise of Information Technology, 1992
Closed Hierarchy Open Networked Enterprise
Structure Hierarchical Networked
Scope Internal/closed External/open
Resource Focus Capital Human, information
State Static, stable Dynamic, changing
Personnel/focus Managers Professionals
Key drivers Reward and punishment Commitment
Direction Management commands Self-management
Basis of action Control Empowerment to act
Individual motivation Satisfy superiors Achieve team goals
Learning Specific skills Broader competencies
Basis for compensation Position in hierarchy Accomplishment, competence level
Relationships Competitive (my turf) Cooperative (our challenge)
Employee attitude Detachment (it’s a job) Identification (its’ my company)
Dominant requirements Sound Management Leadership
58. 58
Source: Getting Real About Enterprise 2.00 200 Picture credit: www.cs4fn.orgOscar Berg & Henrik Gustafsson, Acando
59. 59
Source: Getting Real About Enterprise 2.00 200 Picture credit: www.cs4fn.orgOscar Berg & Henrik Gustafsson, Acando
60. 1. Vision globale de l’entreprise Table des matières
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
63. Babyboomer’schildrens
Comment les Echo-boomers
E-Generation
désigner ? Digital Natives
Facebook Generation
Gen Y
Génération 2001
Générationaccélération
Génération des transparents
Générationentropique
Génération Internet
GénérationMoi
Générationtexto/SMS
Génération WWW
Generation Y not?
Génération Zapping
Great Generation
Homo Zappiens
i-Generation
Millenials
Net Generation
Nexters
http://www.zazzle.be/generation_y_pas_tshirt-235332731462770922 Nintendo Generation
Nouveaux androïdes
Sunshine Generation
64. Quand faut-il être né pour en faire
partie?
La période pour définircettegénération Y
esttrès variable, ellecomprend (selon les
auteurs) les personnesnées:
•Entre 1974 et 1994
•De 1978 à 1998 pour ceux qui les
caractérisentd’Echo-boomer
•De 1978 à 1988
•Ou de 1978 à 1995
•Ceux qui sontnés après 1980
•Entre 1980 et 2000
•Ou après 1982
•ou plus précisément de 1982 à 2003
•Entre 1990 et 2000
•...
http://funnyscrapcodes.blogspot.com/2009/10/embed-code-funny-stuff-funny-
scraps.html
BARRER LA MENTION INUTILE !
65. Un concept défini
de façonaussi
variable et
contradictoireexist
e-t-il?
http://www.madmoizelle.com/generation-y-temoignage-43730
66. Gen-Y @ the workplace
• Workplace Flexibility:
– Desire a sense of community at work
– Teamwork and collaboration come naturally
– Value control over their time
– Demand environment allowing work-life balance
– Flexibility means “when” and “where”
• Technology-enabled:
– Work to be done anywhere and anytime
– Email and PDA have created such convenience
– Value getting the job done well and efficiently
• Relationship-based:
– Like to make friends
– Not bound to an office location
– Place a high ranking on interpersonal relationships at work
– Want co-workers “who make work fun”.
Source Luc Limèrehttp://www.5dcompany.eu
67. POUR CEUX QUI N’AIMENT PAS LES GRAFFITIS
TRADUCTION: MYTHES DE LA GENERATION Y
72. Writing in the British Journal of Education
Technology in 2008,
a group of academics led by Sue Bennett of
the University of Wollongong set out to
debunk the whole idea of digital natives,
arguing that there may be “as much variation
within the digital native generation as
between the generations”.
73. • Michael Wesch, who pioneered the use of new media in his
cultural anthropology classes at Kansas State University, is
also sceptical, saying that many of his incoming students have
only a superficial familiarity with the digital tools that they
use regularly, especially when it comes to the tools’ social
and political potential.
• Only a small fraction of students may count as true
digital natives, in other words. The rest are no better or
worse at using technology than the rest of the
population.
76. 1. Vision globale de l’entreprise Table des matières
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
77. Des valeurs au plan d’action
Valeurs
Vision
Mission
Stratégie
Plan d’actions
77
80. Quatrevaleursfédératrices
Les valeursclésd’uneentreprise constituent le terreau de sa culture.
Ellesguidentl'entreprise et fournissent, à un groupemultidimensionnel, un
socleculturelcommun. Leurobjectifestd'orienter le comportement et les actions des
collaborateurs de la banque. BNP Paribas
s’estchoisiquatrevaleursclésdontilrappellerégulièrementl’importance, notammentlors
de l’évaluationannuelleàlaquellesontsoumis les collaborateurs pour mesurerleur
performance en termes de réactivité, de créativité, d’engagement et d’ambition.
■ Réactivité
Êtrerapidedansl’évaluation des situations et des évolutionscommedansl’identification
des opportunités et des risques.
Êtreefficacedans la prise de décision et dansl’action.
■ Créativité
Promouvoir les initiatives et les idéesnouvelles.
Distinguer les auteurs pour leurcréativité.
■ Engagement
S’impliquer au service des clients et de la réussite collective.
Êtreexemplairedanssescomportements.
■ Ambition
Goût du challenge et du leadership.
Volonté de gagner en équipeunecompétitiondontl’arbitreest le client. 80
81. Nos valeurs
Cette mission s’adosse aux valeurs constitutives de l’identité de notre entreprise :
La passion et l’ambition de mener à bien de grands défis
Tout autant qu’il y a trente ans, quand un tout jeune Bill Gates annonçait le pari fou d’un
ordinateur sur chaque bureau et dans chaque foyer, nous sommes convaincus des
possibilités inouïes offertes par les technologies numériques et souhaitons mettre ces
outils au service du plus grand nombre et au service de chaque besoin particulier.
L’intégrité et la responsabilité
Notre position de leader exige de nous une conduite exemplaire dans nos pratiques de
travail quotidiennes et nos relations avec l’ensemble de nos interlocuteurs.
Le respect et la remise en question
Cela passe avant tout par l’écoute de nos clients, de nos partenaires, des autres acteurs
de l’industrie, de nos interlocuteurs politiques et institutionnels. C’est également le
respect de la diversité qui fait la richesse de notre entreprise et qui permet, constamment,
d’élargir notre univers et d’apprendre des autres.
81
82. Mission, Vision
Unedéfinition possible de la mission d'entrepriseest
la définition de sa raison
d'être, l'aspirationsuprêmequ'elletentecontinuellement
d'atteindre. L'énoncé de cette mission est en
généralune phrase ou un paragraphe qui formulecette
raison d'être sousuneforme un peu vague mais
durable et qui estdonc un repère stable dans le
changementquotidien.
En contraste avec une mission, une vision sertàdécrire
un étatfuturdésiré.
L’énoncé de la mission doitdoncêtre précis et
ayantunevaliditédéterminéedans le temps. La vision peut-
êtreamenéeàêtrechangée pour s'adapter aux
circonstancesconjoncturelles et internesalorsque la
mission, elle, resteidentique..
J.Tendon, http://www.systemic.ch/NewArticles/article008.htm
82
84. MISSION
Building on our scientific, technical and commercial expertise, and aware of our societal responsibilities, we provide
innovative products and services related to chemistry to create sustainable and ever- increasing value to our customers,
shareholders and employees.
VISION
Solvay is an independent, ethical and responsible global industrial Group with a balanced portfolio of sustainable,
profitable and growing businesses, managed in accordance with societal and environmental issues. Amongst the world
leaders in selected markets and products either alone or with sound complementary business partners. Valued by its
customers as a highly competent, reliable and competitive solution provider.With a clear, motivating organization, through
dialogue, developing and empowering people and teams through rewarding and challenging jobs. Acting as good
corporate citizens, caring for the environment, health and safety of its employees and of the community at large. Open to
the expectations of the outside world, and contributing to economic, social and environmental progress
VALUES
We firmly believe in:
•Ethical behaviour - A long-standing tradition of ethical behaviour based on principles of Honesty, Integrity and
Trustworthiness
•Respect for people - Encouragement to exercise creativity and leadership, giving opportunities for every individual to
develop his/her full potential
•Customer care - Constant enhancement of the quality and added value of our products and services through ongoing
and cost effective innovation
•Empowerment - Fostering a culture that encourages delegation, risk taking, speed of response, accountability and
partnership in order to adapt effectively to an uncertain and rapidly changing world
•Teamwork - Developing a learning organisation by building teamwork with open communications across our
organisation, sharing knowledge, technologies and best practices
84
85. Mission
Peter Drucker observait
déjà en 1973 que la plus
importante raison de
frustration et d'échecs
dans les entreprises
provient d'une réflexion
insuffisante de la raison
d'être de l'entreprise, de
sa mission. Cette
réflexion est toujours
d'actualité.
85
86. La mission de Microsoft est de mettre son
expertise, sacapacitéd’innovation et la passion
qui l'anime au service des projets, des
ambitions et de la créativité de ses clients, afin
de faire de la
technologieleurmeilleurealliéedansl’expression
de leurpotentiel.
86
87. Google a pour mission d'organiser
les informations à l'échelle mondiale
dans le but de les rendre accessibles
et utiles à tous
87
88. 1. Vision globale de l’entreprise Table des matières
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
89. La stratégie
Source: http://davidcoethica.files.wordpress.com/2009/06/strategy.jpg
LLa stratégie d'entreprise est une question d'adéquation entre les capacités
internes d'une entreprise et son environnement extérieur. Bien que les experts en
stratégie divergent sur le fond, ils s'accordent à penser que cette affirmation
constitue une des problématiques majeures.
90. Une définition ?
La détermination des
orientations à long terme de
l'entreprise et l'adoption des
actions consécutives, y
compris l'allocation des
ressources nécessaires à la
réalisation de ces objectifs.
Chandler
96. Important et urgent
PAS URGENT
URGENT
IMPORTANT ET IMPORTANT ET PAS
IMPORTANT URGENT URGENT
URGENT ET PAS PAS URGENT ET PAS
PAS IMPORTANT IMPORTANT IMPORTANT
106. Modèle général d’Andrews et valeurs
Analyse de Responsabilité Valeurs de la
l’environnement sociale direction
Identifier les
Stratégies Décisions
objectifs
stratégiques
SWOT alternatives stratégiques
Analyse des
ressources
Objectifs
stratégiques et
politique générale
révisés
http://www.slideshare.net/Omar.Filali/management-stratgique-et-culture-dentreprise
110. Seven S Model of Implementation
STRATEGY
SKILLS STRUCTURE
SHARED
VALUES
STAFF SYSTEMS
STYLE
111. Seven S Model
1. Strategy – Plan or course of action leading to the allocation of firm’s resources to reach identified goals.
2. Structure – The ways people and tasks relate to each other. The basic grouping of reporting
relationships and activities. The way separate entities of an organization are linked.
3. Shared Values – The significant meanings or guiding concepts that give purpose and meaning to the
organization.
4. Systems – Formal processes and procedures, including management control systems, performance
measurement and reward systems, and planning and budgeting systems, and the ways people relate to
them.
5. Skills – Organizational competencies, including the abilities of individuals as well as management
practices, technological abilities, and other capabilities that reside in the organization.
6. Style – The leadership style of management and the overall operating style of the organization. A
reflection of the norms people act upon and how they work and interact with each other, vendors, and
customers.
7. Staff – Recruitment, selection, development, socialization, and advancement of people in the
organization.
112. 1. Vision globale de l’entreprise
2. L’entreprise 2.0
Table des
3. Génération Y (mythe ou réalité ?)
matières
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
118. 1. Vision globale de l’entreprise Table des matières
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
120. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
127. Why
What The questions one MUST
askbeforestartinganyproject
How
When
Who
Source: Craig Brown www.betterproject.net 127
128. Why
What Why is this project happening?
How Why now?
Why us?
When
Who
Source: Craig Brown www.betterproject.net
129. Why
What What solution needs to be put in
place to achieve the goals?
How What work needs to happen to
build the solution?
When
Who
Source: Craig Brown www.betterproject.net
130. Why
What How do we get this solution in
place?
How
How do we know when we’re done?
When
Who
Source: Craig Brown www.betterproject.net
131. Why
What When do work activities happen?
What do we need to do first?
How
What’s last?
When
Who
Source: Craig Brown www.betterproject.net
132. Why
What
Who do we need to deliver this
How project successfully? ?
When
Who
Source: Craig Brown www.betterproject.net
135. 135
Source: Getting Real About Enterprise 2.00 200 Picture credit: www.cs4fn.orgOscar Berg Henrik Gustafsson, Acando
136. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
137. The golden rule !!!
Time
Scope Cost
• The triple constraint
• Also known as the IRON TRIANGLE
• IT MUST BE DEFINED BEFOREHAND !
140. Project management body of knowledge
9 Knowledge areas
Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management Management Management
4 from the triangle + 4 support + integration
141. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
142. OBJECTIVES MUST BE SMART !
S Specific
M Measurable
A Achievable
R Relevant
T Time-bound
143. EVEN SMARTER…
Letter Major Term Minor Terms
S Specific Significant[3], Stretching[3], Simple
M Measurable Meaningful[3], Motivational[3], Manageable
Agreed, Attainable[6], Assignable[2], Appropriate,
A Achievable
Actionable, Action-oriented[3]
Realistic[2], Results/Results-focused/Results-oriented[6],
R Relevant
Resourced[7], Rewarding[3]
Time framed[2], Timed, Time-based, Timeboxed,
T Time-bound Timely[6][5], Timebound, Time-Specific, Timetabled,
Trackable
E[1] Exciting, Evaluated, Ethical
R[1] Recorded, Rewarding, Reviewed[8]
http://en.wikipedia.org/wiki/SMART_(project_management)
144. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
145. The planning …
Are you sure it’s needed?
http://flickr.com/photos/xabier-martinez/225627841/
Source: Craig Brown www.betterproject.net
146. The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
147. Guides you activities
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
148. Makes you think ahead
Guides you activities
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
149. Makes you think ahead
Guides you activities
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan Helps you work out who you
need to hire
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
150. Makes you think ahead
Works out the timeline and
budget
Guides you activities
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan Helps you work out who you
need to hire
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
151. Makes you think ahead
Works out the timeline and
budget
Guides you activities
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan Helps you work out who you
need to hire
Helps manage expectations
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
152. Makes you think ahead
Works out the timeline and
budget
Guides you activities
Helps understand the effects of
The Plan
The Plan
The Plan
The Plan changes
The Plan
The Plan
The Plan Helps you work out who you
need to hire
Helps manage expectations
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
153. Makes you think ahead
Works out the timeline and
budget
Guides you activities
Helps understand the effects of
The Plan
The Plan
The Plan
The Plan changes
The Plan
The Plan
The Plan Helps you work out who you
need to hire
Helps manage expectations
Don’t forget the retroplanning
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
154. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
155. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management Management Management
156. What if it’s not Integrated?
Time Scope
Management Management
Cost
Management
Quality Integration
Management Management HR Management
Procurement
Communication Management
Management
Risk
Management
157. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
158.
159. • Which ones are most important for projects?
Technical skills People Skills
Budgeting, Scheduling, Leading, Motivating,
Documenting Listening, Empathising
Source: Craig Brown www.betterproject.net
160. Figure 1.3 Technical and Sociocultural Dimensions of Project Management
(Gray Larson, 2006, p13)
161. • A team
• is a group of individuals who cooperate and work together to achieve a given set of
objectives or goals (Horodyski, 1995).
162. • Team-building
• is high interaction among group members to increase trust and openness
163. Project Team Size
Performance is based on balance of members carrying out roles and meeting social and
emotional needs
164. • Project teams of 5 to 12 members work best
Source: Craig Brown www.betterproject.net
165. • There are
problems you
encounter as size
increases
Source: Craig Brown www.betterproject.net
166. 1. It gets more difficult to
interact with and influence
the group
2. Individuals get less
satisfaction from their
involvement in the team
3. People end up with less
commitment to the team
goals
4. It requires more centralized
decision making
5. There is lesser feeling as
being part of team
Source: Craig Brown www.betterproject.net
167. • You can’taccelerate a nine-monthpregnancy by hiringninepregnantwomen for a
month.
• Likewise, saysUniversity of North Carolina computer scientist Fred Brooks,
youcan’talways speed up an overdue software project by adding more
programmers;
• Beyond a certain point, doingsoincreasesdelays.
168. Assigning more programmers to a project running behind schedule will make it
even later, due to the time required for the new programmers to learn about the
project, as well as the increased communication overhead.
- Fred Brooks
169. Group Intercommunication Formula
n(n − 1) / 2
Examples
Fred Brooks
The Mythical Man-Month
Source: Craig Brown www.betterproject.net
170. Group Intercommunication Formula
n(n − 1) / 2
Examples
5 developers - 5(5 − 1) / 2 = 10
channels of communication
Fred Brooks
The Mythical Man-Month
Source: Craig Brown www.betterproject.net
171. Group Intercommunication Formula
n(n − 1) / 2
Examples
5 developers - 5(5 − 1) / 2 = 10
channels of communication
10 developers - 10(10 − 1) / 2 = 45
channels of communication
Fred Brooks
The Mythical Man-Month
Source: Craig Brown www.betterproject.net
172. Group Intercommunication Formula
n(n − 1) / 2
Examples
5 developers - 5(5 − 1) / 2 = 10
channels of communication
10 developers - 10(10 − 1) / 2 = 45
channels of communication
50 developers - 50(50 − 1) / 2 =
Fred Brooks
1225 channels of communication The Mythical Man-Month
Source: Craig Brown www.betterproject.net
173. Project implies change !
And as such
Resistance to change,
even within
the project team !
175. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
178. Project team manages and completes the project work. Most participants want to do
a good job, but they are also concerned with other obligations and how their
involvement will contribute to their personal goals and aspirations
179. Project managers naturally compete with each other for
resources and support from top management.
At the same time, they have to share resources and exchange
information.
180. Functional managers depending upon how the project is
organised can play minor or major role toward the project
success, for example providing technical input etc.
181. Top management approves funding of the project and establishes the
priorities within the organization. They define success, rewards for
the successful completing of the project. Significant adjustments in
scope, time and cost
182. Project sponsors champion of the project and use
their influence to gain approval of the project. Their
reputation is tied to the success of the project
183. Customers define the scope of the project, and ultimate project success
rests in their satisfaction. Project managers need to be responsive to
changing customer needs and requirements and to meeting their
expectations
184. Administrative groupssuch as human resources, information
systems, purchasing agents, maintenance etc. provide
valuable support service.
187. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
188. Assumptions
1. the traditional adversarial relationship between the owner and
contractor is ineffective and self-defeating
2. that both parties share common goals and will mutually benefit
191. Fixed Price Cost Plus
AKA AKA
Lump Sum Time and Materials
Types of Contracts
192. The contractor lowest bid agrees to
perform all work specified in the
contract at a fixed price.
Disadvantages
Fixed Price
• More difficult and more costly
to prepare (for client)
• The risk of underestimating
project costs (for contractor)
Contract adjustments
• Re-determination provisions
• Performance incentives
Types of Contracts
193. Contractor is reimbursed for all
direct allowable costs (materials,
labor, travel) plus prior-negotiated
fee (set as a percentage of the
total costs) to cover overhead and
profit. Cost Plus
Risk to client is in relying on the
contractor’s best efforts to contain
costs
Controls on contractors
• performance and schedule
incentives
• costs-sharing clauses
Types of Contracts
194. Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts
195. It’s not as easy as it sounds
Source: Craig Brown www.betterproject.net
196. Sub Client
Contractor Performing organisation organisation End Customer
Consider this scenario
Source: Craig Brown www.betterproject.net
197. Goal alignment?
Sub Client
Contractor Performing organisation organisation End Customer
Consider this scenario
Source: Craig Brown www.betterproject.net
198. Maximise customer
revenue, Reliable margin, on time and satisfaction Cheap and
minimise budget,generate more work minimise convenient
costs risk
Sub Client
Contractor Performing organisation organisation End Customer
Consider this scenario
Source: Craig Brown www.betterproject.net
199. Maximise customer
revenue, Reliable margin, on time and satisfaction Cheap and
minimise budget,generate more work minimise convenient
costs risk
Conflict!
Sub Client
Contractor Performing organisation organisation End Customer
The sub contractor wants to use
existing systems and processes, which
may help the P.O.’s ability to manage
costs, Considerrestrict it’s ability to
but might this scenario
generate goodwill through lack of
flexibility.
Source: Craig Brown www.betterproject.net
200. Maximise customer
revenue, Reliable margin, on time and satisfaction Cheap and
minimise budget,generate more work minimise convenient
costs risk
Conflict!
Sub Client
Contractor Performing organisation organisation End Customer
The P.O. wants to manage it’s delivery to be on
time and on target.
Consider this scenario
This helps the client minimise risk, but
decreases flexibility. New customer
requirements will be harder to implement.
Source: Craig Brown www.betterproject.net
201. Maximise customer
revenue, Reliable margin, on time and satisfaction Cheap and
minimise budget,generate more work minimise convenient
costs risk
Conflict!
Sub Client
Contractor Performing organisation organisation End Customer
The client organisation wants to maximise
customer satisfaction, which may lead to trying
Consider this scenario
to include all possible client requirements.
This will probably make the solution too
complex for most customers who want a cheap
and convenient solution.
202. Maximise customer
revenue, Reliable margin, on time and satisfaction Cheap and
minimise budget,generate more work minimise convenient
costs risk
Conflict!
Conflict!
Conflict!
Sub Client
Contractor Performing organisation organisation End Customer
Collaborating isn’t always easy.
Source: Craig Brown www.betterproject.net
206. Gestion de projets
La gestion de projet est une démarche visant à structurer,
assurer et optimiser le bon déroulement d'un projet qui
doit être:
1. planifié
2. budgété (étude préalable des coûts et avantages ou
revenus attendus en contrepartie, des sources de
financement, étude des risques opérationnels et financiers
et des impacts divers...)
3. Géré et organisé afin de maîtriser et piloter les risques
4. atteindre le niveau de qualité souhaité
5. faire intervenir et coordonner plusieur intervenants
6. Être géré par un comité de pilotage et/ou un chef de projet
207. Gestion de projets
Phase « PLAN » : dire ce que l’on va faire dans un domaine particulier.
Phase « DO » : faire ce que l’on a dit dans ce domaine.
Phase « CHECK » : vérifier qu’il n’y a pas d’écart entre ce que l’on a dit et ce que l’on a fait.
Phase « ACT » : entreprendre des actions correctives pour régler tout écart qui aurait été constaté
précédemment.