Managing Dependencies is often made harder by poor documentation and representation approaches. This presentation proposes a simple network based representation that is directly driven by dependency data.
Managing stakeholders as critical success factor in operational excellenceThe Jamilah H
Knowing stakeholders is the key thing in any transformational or continuous improvement initiatives, The presentation covers both high level and inter personal level of stake holders management techniques.
Among key contents are 7 Prevention Steps of Stakeholders misalignment and tools for Stakeholders Planning, Stakeholders Mapping, and Stakeholders Support Level.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Five Immutable Principles of Project of Digital Transformation SuccessGlen Alleman
Successful Digital Transformation projects are fraught with technical, cost, and schedule risks.
These Five Principles of Project Success have been shown to increase the Probability of Project Success (PoPS).
Managing Dependencies is often made harder by poor documentation and representation approaches. This presentation proposes a simple network based representation that is directly driven by dependency data.
Managing stakeholders as critical success factor in operational excellenceThe Jamilah H
Knowing stakeholders is the key thing in any transformational or continuous improvement initiatives, The presentation covers both high level and inter personal level of stake holders management techniques.
Among key contents are 7 Prevention Steps of Stakeholders misalignment and tools for Stakeholders Planning, Stakeholders Mapping, and Stakeholders Support Level.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Five Immutable Principles of Project of Digital Transformation SuccessGlen Alleman
Successful Digital Transformation projects are fraught with technical, cost, and schedule risks.
These Five Principles of Project Success have been shown to increase the Probability of Project Success (PoPS).
Project Governance is the ultimate part of the project within which some critical decisions about the project are made. It is an extremely critical element of a project since the liabilities and responsibilities accompanying an organization are laid down in this framework, and none of the framework is equivalent to what project governance provides. Therefore, if your company has a well-defined approach which is project governance, you will be able to take far better and effective decisions. In such a case project proposal template comes in very handy. Without a project proposal in place you will not be able to coordinate your resources, equipment and other materials within the timeframe decided. This will make it difficult for you to meet your project objectives. Here we have provided an informative project governance PPT template to help you present your proposal so that you don’t go off track. This template will help you in remaining inline with your goals and objectives, and it will also help you in focusing on the aspects that make a project successful. Define your project content and key deliverables using this PPT. You can also describe the various stages, and the steps involved such as initial consultation, solution design, and modelling, implementation, etc. It is also imperative that you cite your services that are unique to your organization. This PPT slideshow has been designed after conducting thorough research on the topic and so it entails all the key elements like project summary, project timeline, fee structure, about us, etc. that you can easily use to propose your services in front of your clients. Therefore download this Project Governance Proposal PowerPoint Presentation Slides now to professionally and effectively demonstrate your expertise with a proposal that shines.
Lecture Outline
• What is Business Analysis
• Stakeholders
• Lifecycles
• What are requirements
• Transforming requirements
• Finalizing requirements
• Requirements communication
• Managing Requirements Assets
• Required skills for a Business Analyst
Lecture Objectives
The core of value in any business centers around Return on Investment (ROI). ROI is the weight of the business value or benefits, calculated as increases in revenue or decreases in cost, over the cost of implementation.
When it comes to cost, most organizations focus on technology costs, and forego the other business-related costs, such as stakeholder involvement, in determining ROI.
The objective of this seminar is to spread awareness about Business Analysis profession, how essential the role of Business analyst (BA) to most organization or government entity, and demonstrate how a BA actively focuses on reducing costs which can be measured in following ways:
• Reduction in rework — if you help focus the team on the right requirements, then there should be reduced amount of unnecessary change. But many projects are plagued by change because requirements are not well understood. This kind of change is waste. BA can help.
• Reduction in requirements churn —Stakeholders’ time are valuable, but without someone in the business analyst role, stakeholders might spend excess time in unproductive discussions. BA can help drive an efficient decision-making processes, document discussions, reducing the amount of time spent rehashing previous discussions.
• Discovering more cost-effective solutions and Prioritize them – Prioritization ensures focus on value.
Lecturer’s Biography
Mr. Joseph Maarouf Abboud is an experienced Project Manager with over 20 years of success in leading projects in Information Technology, and business management.
He has a Master degree in project management from University of Salford, Manchester, UK; PMP, PMI-ACP, and ITIL certifications in addition to a BS degree in Software engineering.
Mr. Abboud is a Business strategist, he has planned and managed multimillion-dollar projects aligning business goals with technology solutions to drive process improvements, competitive advantage and bottom-line gains.
He also managed projects for public and private sectors in USA, OMAN, Kuwait, and Lebanon, with key emphasis on Project Management, Business Analysis, Quality Management, and Risk Management
A Systems Thinking Approach to Benefits Realization PlanningSystems Thinking IT
Organizations almost invariably do a poor job with Benefits Realization.
The Sponsor fails to take accountability for benefits after the project delivers, there's a failure to effectively plan for and agree on measurements of success, or underinvestment in organizational change management to ensure successful transition into BAU.
Learn how to use Systems Thinking to overcome these common problems.
Driving Innovative IT Metrics (Project Management Institute Presentation)Joe Hessmiller
Most project managers focus on the 'backward looking' cost, quality and schedule performance data. But, the success of the project is driven by conditions that are seldom monitored, and almost never systematically. This talk is about what those conditions area and the "forward looking" metrics needed.
Mr. Zelikovitz will discuss the improtance of developing and implementing a culture and processes that enable an organization to align its projects with the strategic objectives of the organization through an effective Benefits Realization Management process. With a focus on PMI's 2016 Thought Leadership Series - Creating lasting value: Benefits Realization Management, Mr. Zelikovitz will highlight a number of key issues including, but not limited to:
Strengthening benefits awareness within the C-suite and with project management practitioners;
Who is responsible for identifying, managing and sustaining project benefits - establishing benefits ownership and accountability;
How do you measure benefits (tangible and intangible), and how should they be prioritized.
Presentation made to top executives seeking to understand how to increase their ROI on IT investments. based on principles developed in my book, "The Ultimate Guide to the SDLC." http://www.ultimatesdlc.com/
This is the presentation from Dan Murphy, AdaptiveOrg Inc., to the Gov't of Canada Standing Committee of Gov't Operations and Estimates given Oct. 17, 2017
Five Immutable Principles of Project SuccessGlen Alleman
Successfully managing projects, including Software Intensive System of Systems, starts with the Five Immutable Principles. These five principles of project success are stated as questions that need to be answered using units of measure meaningful to the decision makers
Project Governance is the ultimate part of the project within which some critical decisions about the project are made. It is an extremely critical element of a project since the liabilities and responsibilities accompanying an organization are laid down in this framework, and none of the framework is equivalent to what project governance provides. Therefore, if your company has a well-defined approach which is project governance, you will be able to take far better and effective decisions. In such a case project proposal template comes in very handy. Without a project proposal in place you will not be able to coordinate your resources, equipment and other materials within the timeframe decided. This will make it difficult for you to meet your project objectives. Here we have provided an informative project governance PPT template to help you present your proposal so that you don’t go off track. This template will help you in remaining inline with your goals and objectives, and it will also help you in focusing on the aspects that make a project successful. Define your project content and key deliverables using this PPT. You can also describe the various stages, and the steps involved such as initial consultation, solution design, and modelling, implementation, etc. It is also imperative that you cite your services that are unique to your organization. This PPT slideshow has been designed after conducting thorough research on the topic and so it entails all the key elements like project summary, project timeline, fee structure, about us, etc. that you can easily use to propose your services in front of your clients. Therefore download this Project Governance Proposal PowerPoint Presentation Slides now to professionally and effectively demonstrate your expertise with a proposal that shines.
Lecture Outline
• What is Business Analysis
• Stakeholders
• Lifecycles
• What are requirements
• Transforming requirements
• Finalizing requirements
• Requirements communication
• Managing Requirements Assets
• Required skills for a Business Analyst
Lecture Objectives
The core of value in any business centers around Return on Investment (ROI). ROI is the weight of the business value or benefits, calculated as increases in revenue or decreases in cost, over the cost of implementation.
When it comes to cost, most organizations focus on technology costs, and forego the other business-related costs, such as stakeholder involvement, in determining ROI.
The objective of this seminar is to spread awareness about Business Analysis profession, how essential the role of Business analyst (BA) to most organization or government entity, and demonstrate how a BA actively focuses on reducing costs which can be measured in following ways:
• Reduction in rework — if you help focus the team on the right requirements, then there should be reduced amount of unnecessary change. But many projects are plagued by change because requirements are not well understood. This kind of change is waste. BA can help.
• Reduction in requirements churn —Stakeholders’ time are valuable, but without someone in the business analyst role, stakeholders might spend excess time in unproductive discussions. BA can help drive an efficient decision-making processes, document discussions, reducing the amount of time spent rehashing previous discussions.
• Discovering more cost-effective solutions and Prioritize them – Prioritization ensures focus on value.
Lecturer’s Biography
Mr. Joseph Maarouf Abboud is an experienced Project Manager with over 20 years of success in leading projects in Information Technology, and business management.
He has a Master degree in project management from University of Salford, Manchester, UK; PMP, PMI-ACP, and ITIL certifications in addition to a BS degree in Software engineering.
Mr. Abboud is a Business strategist, he has planned and managed multimillion-dollar projects aligning business goals with technology solutions to drive process improvements, competitive advantage and bottom-line gains.
He also managed projects for public and private sectors in USA, OMAN, Kuwait, and Lebanon, with key emphasis on Project Management, Business Analysis, Quality Management, and Risk Management
A Systems Thinking Approach to Benefits Realization PlanningSystems Thinking IT
Organizations almost invariably do a poor job with Benefits Realization.
The Sponsor fails to take accountability for benefits after the project delivers, there's a failure to effectively plan for and agree on measurements of success, or underinvestment in organizational change management to ensure successful transition into BAU.
Learn how to use Systems Thinking to overcome these common problems.
Driving Innovative IT Metrics (Project Management Institute Presentation)Joe Hessmiller
Most project managers focus on the 'backward looking' cost, quality and schedule performance data. But, the success of the project is driven by conditions that are seldom monitored, and almost never systematically. This talk is about what those conditions area and the "forward looking" metrics needed.
Mr. Zelikovitz will discuss the improtance of developing and implementing a culture and processes that enable an organization to align its projects with the strategic objectives of the organization through an effective Benefits Realization Management process. With a focus on PMI's 2016 Thought Leadership Series - Creating lasting value: Benefits Realization Management, Mr. Zelikovitz will highlight a number of key issues including, but not limited to:
Strengthening benefits awareness within the C-suite and with project management practitioners;
Who is responsible for identifying, managing and sustaining project benefits - establishing benefits ownership and accountability;
How do you measure benefits (tangible and intangible), and how should they be prioritized.
Presentation made to top executives seeking to understand how to increase their ROI on IT investments. based on principles developed in my book, "The Ultimate Guide to the SDLC." http://www.ultimatesdlc.com/
This is the presentation from Dan Murphy, AdaptiveOrg Inc., to the Gov't of Canada Standing Committee of Gov't Operations and Estimates given Oct. 17, 2017
Five Immutable Principles of Project SuccessGlen Alleman
Successfully managing projects, including Software Intensive System of Systems, starts with the Five Immutable Principles. These five principles of project success are stated as questions that need to be answered using units of measure meaningful to the decision makers
Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
Function Points for Estimation - Getting Developers on BoardDCG Software Value
in this report, David Herron discusses management approaches to implementing improved estimating practices using function points. All too often, such initiatives encounter resistance from the development teams – David considers how this resistance can be overcome.
The report can be downloaded here: http://www.softwarevalue.com/insights/publications/ta-archives/function-points-for-estimation-getting-the-developers-on-board/
To access more Trusted Advisor articles, visit: http://www.softwarevalue.com/insights/publications/#trustedadvisor
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream and the associated roles, responsibilities, and tasks for the project plan. We will also review case studies to demonstrate how these differ based on the size of the project and the specific needs of the organization. You’ll walk away from this session with a tactical formula you can follow to create your end user adoption strategy and templates to support the process.
This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
Sample ProposalsTypical ApproachProposals can vary a great d.docxtodd331
Sample Proposals
Typical Approach
Proposals can vary a great deal, and we’ve provided examples that cover the range from formal contracts to informal letters of agreement. However, all were based upon previously-established conceptual agreement, and all provide a single fee for the project (or for each choice of yeses).
The normal framework for the value pricing proposal should encompass this basic sequence:
Situation Appraisal: Summarize and reconfirm the conceptual agreement con- cerning the condition to be improved and the desired state.
Objectives: The outcomes expected, both tangible and intangible, quantifiable and non-quantifiable. These should be expressed in terms of impact on the client’s business, and sometimes are expressed again in the “values” category, if used.
Value: Either clearly stated or implied through buyer conversations, what is the value of achieving the objectives. This sometimes appears in the “objectives” category.
Metrics: How will the client evaluate success? What are the indicators that the objectives have been met? Simply stated: How would clients know it if they fell over it?
Timing: Projects are finite. When do we begin, when do we end, and are there progress measures in between?
Accountabilities: What is the client expected to provide (documents, access, administrative support) and what do we provide (focus group facilitation, product, re- ports)? What is the nature of the collaboration?
Credentials (optional): Why is Zenger Miller (and you) the best alternative for this client? This is usually already covered during the relationship-building.
Sometimes this area includes the credentials of the individuals who will work on the project.
Terms and Conditions: What is the fee (including the options) for the project, how is it to be paid and under what conditions? How are expenses to be reimbursed, and what is included and excluded?
Acceptance: The sign-off by the economic buyer.
The following samples don’t rigidly adhere to this format, but all of the ele- ments have been agreed upon either implicitly or explicitly. They range from the short-term and relatively low-priced, to the extended, relatively high-priced. Some are pure consulting interventions, other include deliverables. None is meant to be
“perfect.” Use them as templates to guide you in creating value-rich, high fee propos- als for your clients.
Note that tasks are rarely specified in detail. The “what” and the outcome are important. The “how” and the input are up to the experts—the consultants. If the project is value-priced correctly, the margins will more than support unanticipated client requests.
Sample Proposal #1
Proposal to Assist in Reorganization at XXXXXX
Situation Summary
You must “jump start” people so that a new manner of working cross-function- ally—in a matrix organization—is not merely accepted, but is exploited as a high-pro- ductivity way of life. Although reorganization has not been the norm, there is likely to be .
Similar to Technology enabled business change projects (20)
Major Implementation Projects - Persist pivot or quit?John Phillips
This deck considers why Major Implementation Projects are seldom stopped, until its too late. What the impediments are to good decision making and how to overcome them.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Technology enabled business change projects
1. The Problem with Technology
Enabled Change Projects
Why they fail more often than not
What you can do about it
How we can help
2. Large scale, IT enabled, change projects have a dismal record
of success
There are few senior business executives who do not bear the emotional,
intellectual and career scars of a failed IT led change project that did more
harm than good.
There are few middle managers who haven't felt ignored or exposed by a
change program that seemed doomed from the start.
There are few long-term staff who haven't built up cynicism from visionary
promises that are never quite matched by reality.
Technology is not a silver bullet.
3. It isn't because we don't know how to deliver
There are many excellent project management disciplines (Prince2, PMBOK,
Agile (SCRUM, Atern) etc)
There are published frameworks that put projects in the context of
programmes and portfolios for better governance (P3O...)
There are detailed standards and models for service delivery (CMMI, ITIL...)
There are people who are highly qualified and experienced in these areas.
….but we still get huge project failures.
4. But project management focuses on the project
There is an inward looking aspect to project management methods. Project
management focuses on managing projects better, not on better outcomes.
This is hardly surprising, one of the central tenets of project management is to
manage the scope of the project and to agree what constitutes the end of the
project.
With this deliberately constrained view, it is entirely possible for a project to
deliver all the functional requirements, finish on time and budget and yet still
have an unsuccessful outcome for the business.
5. Successful delivery does not guarantee successful outcomes
Every technology implementation project is a change project that includes
technology, people, processes and (often) politics.
Even when we deliver a project that meets the agreed requirements, is on
time and on budget and to quality standards, there is no guarantee that it will
"work".
There is a difference between delivery of a solution and acceptance by the
business.
"What I'm really worried about is that we'll do all this and nothing will really
have changed"
Chairman of the Board of Global Bank to prospective project auditors
6. Technology is not the main risk factor
Headlines on failed major business projects typically cite the dollars, the
struggling business, the technology platform and the solution vendor.
Yet the technology required for large scale complex business projects is
capable and robust. The technology issues are understood, and the problems
can be tackled at a high level. Very rarely does the technology fail
unexpectedly.
Technology can provide the capability, but is it worth the cost, compromise
and customisation?
7. Change Management is challenging and struggles to create
lasting positive impact
There are excellent books and rigorous theories put forward by highly
regarded gurus, and volumes of articles and thought pieces from consulting
companies who make it their business to promote and impose change on your
business.
But even with all this worthy intellectualising and expensive support ... only 1
in 4 change projects delivers the expected business benefits.
Why so rich in theory and so poor in practise?
Change cannot be outsourced, you need to experience and manage it yourself.
8. We believe there are three pre-conditions for success: vision,
understanding and commitment
In order to have a chance of success we need three things from the start:
• A compelling vision that demands action
• A genuine understanding of the scope and impact of the project
• A personal and team commitment to success
9. The vision needs to be compelling and believed by the
audience
Overcoming resistance and inertia to change requires a compelling reason to
do something different, a reason for change.
Critically, this vision must be communicated so that it is genuinely understood
by the people who will be instrumental in implementing the change, and the
people who will be impacted by the change.
Too often change programs start with a view held by the few, broadcast to all
and distrusted by many.
Communication requires that you not only explain the vision, but that the
vision is understood.
Vision -> Communication -> Understanding
10. Understanding the scope requires viewing the whole problem
at once
Large scale technology enabled business change projects are complicated.
They involve many factors all of which need to work before the project can
deliver a successful outcome.
11dot2 uses a 5-factor model: we consider the people, process, politics and
purpose of change as well as the system intended to support it.
people
process purpose politics
platform
11. Commitment needs to be personal before it is shared
Often there are a set of compelling business outcomes expected from the
change program, else why make the change?
Often there are a group of influential people with authority who have
reviewed and approved the expected business outcomes.
But too often the business outcomes have no business owners.
Success demands that each business outcome is owned by someone working
for the organisation who has influence and authority and who commits to the
result. Only when personal accountability is allocated and accepted can group
responsibility be agreed.
12. Without a holistic view of the project it will fail, one way or
another
The probability of success depend on four factors: Right Project, Right
Technology, Successful Delivery, and Sustained Change. The probability of
success is therefore:
Prob (that we’ve chosen the right project to invest in)
x
Prob (of right technology choice)
x
Prob (of successful project delivery)
x
Prob (of a successful change project)
It only takes a couple of factors to be less than 100% before the chances of
success are poor. Even if we are 70% certain on a few factors, our chances are
poor...
100% x 70% x 70% x 70% = 34% = RISK!
13. First understand, then assess, identify and support
HOW YOU CAN INCREASE THE
CHANCES OF SUCCESS
14. Discovering and defining the scope of change
The scope of change is determined
by the proportion of people High Large change Large change
affecting few affecting many
impacted and by how much they are
going to be impacted. Degree of impact
Minor change Minor change
Low affecting few affecting many
Low High
How many impacted
What we do: We work with the group defining the change program to
understand the scope of change and then check that the described scope of
change is allowed for in all plans.
15. Checking the alignment of all parties
Does everybody understand and expect the same thing from the project? Are
the Business Project objectives aligned with Project Sponsor aligned with
Project Delivery Team aligned with people who will be impacted by the
project?
For example, if we ask the project sponsor for their summary of the objective
for the project, will it match the understanding given by those who will be
impacted by the project?
What we do: We deliver purpose built, simple to execute, alignment surveys
to test the degree of alignment amongst all key stakeholders. The results of
the survey indicate where the gaps are, how big they are, and proposes
courses of action to consider.
16. Confirming the state of readiness
Readiness depends on being able to answer question such as:
• Is the change vision believable, compelling, and seen as achievable?
• Are the change team members and roles identified clear?
• Have the affected roles been identified? Are the new role definitions
understood and accepted?
• Have the criteria for success been defined for the new roles?
• How many processes will be affected? Have the new designs been tested,
are they accurate, complete and valid?
• What knowledge, skills and capabilities will need to be developed and/or
transferred?
What we do: We review the change plan against our check-list and identify
gaps if there are any. If a plan does not exist, we can help to create the plan
using our templates, modelling and definition approaches.
17. Supporting the change initiative - "Coaching for Change"
So we’ve worked to understand your objectives and the scope of change,
checked the current state of alignment and reviewed, confirmed and
committed the plans, what’s next? Now we can help you help your team
succeed.
What we do: Our "Coaching for Change" approach actively contributes to the
chances of success throughout the project:
• Review and contribute to the strategy and plan
• Map out the process, people and political challenges
• Measure and Monitor readiness and engagement
• Actively participate in process capture and design
• Independently review progress and recommend actions
• Identify and help fill the talent requirements
18. So what do we actually do?
We act as your guide and coach towards successful change.
people
process purpose politics
platform
Editor's Notes
These are necessary but not sufficient.
Having a small army of expensive change management consultants is an impressive gesture towards change, but when they leave what will you be left with?
Having a small army of expensive change management consultants is an impressive gesture towards change, but when they leave what will you be left with?
Rational analytical project managers and IT teams often struggle to anticipate, or even understand, the organisational issues and impact that their work may cause. Business leaders may be unable to articulate the business needs in terms that the IT teams can understand and translate into systems. Both may underestimate/ignore the depth and impact of the changes on those to be impacted by the change.
Rational analytical project managers and IT teams often struggle to anticipate, or even understand, the organisational issues and impact that their work may cause. Business leaders may be unable to articulate the business needs in terms that the IT teams can understand and translate into systems. Both may underestimate/ignore the depth and impact of the changes on those to be impacted by the change.
If we're 100% certain we chose the right project, 70% certain of the technology, 70% certain in delivery and 70% certain we can make the change, our overall probability is 100% x 70% x 70% x 70%, which is 34% or 1 in 3. 1 in 3 are not the odds on which to bet the business, so how do we improve?
Lack of alignment, particularly with those who will be impacted by the change, exhibits itself in symptoms of: Suspicion - they say this but I think that... Resentment – I know what I’m talking about, why don’t they ever listen to me? Cynicism – I’ve seen one of these before, it'll never work Passive Resistance – If I just wait long enough, it’ll go away Active Resistance –Anyone who believes that is a fool, I’ll show them...
Is there an organisation change assessment and plan to support the initiative? If one exists, does it have the required breadth and depth? If you’ve started already, what measurable progress has been made against the plan?