The document discusses concepts related to global project management. It covers topics like project partnering, types of contracts, international projects, environmental factors, cultural dimensions, and working with partners. The key points are that partnering transforms adversarial relationships into collaborative teams, different types of contracts allocate risk differently, managing global projects requires considering various cultural and environmental factors, and selecting the right partners and celebrating successes are important for partnership success.
TalentCove offers the best OKR app on the market that allows you to easily set company, team and individual level objectives and key results, that builds accountability, transparency and motivation to succeed!
Management presentation from Thermal Energy International's 2020 Annual General Meeting of Shareholders. Provides a summary of the results of phases 1 & 2 of the Company's strategic plan; our efforts to mitigate the impacts of the COVID-19 global pandemic; highlights our digital transformation initiatives; and reviews our fiscal 2020 year-end and fiscal 2021 First Quarter financial results.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
TalentCove offers the best OKR app on the market that allows you to easily set company, team and individual level objectives and key results, that builds accountability, transparency and motivation to succeed!
Management presentation from Thermal Energy International's 2020 Annual General Meeting of Shareholders. Provides a summary of the results of phases 1 & 2 of the Company's strategic plan; our efforts to mitigate the impacts of the COVID-19 global pandemic; highlights our digital transformation initiatives; and reviews our fiscal 2020 year-end and fiscal 2021 First Quarter financial results.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
Learn about setting Goals for PMO teams using the OKR goal-setting method.
Learn what OKRs are, and how you can use them to accelerate PMO Performance.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
Learn about setting Goals for PMO teams using the OKR goal-setting method.
Learn what OKRs are, and how you can use them to accelerate PMO Performance.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
Presented to IIBA professional development day on Oct 26, 2017.
Take responsibility for gathering feedback and improving, fopr without t you will be a victim to the future.
This presentation was created for a contemporary issues/economics 12th grade Social Studies class. This PowerPoint covers global issues that are affecting the world. However, due to the amount of information, this presentation only covers health, education, and the economy in a global perspective. This was made by me and three other people in my group.
Chapter 4 - Causes of Northern Ireland ConflictGoh Bang Rui
These slides aims to explain the causes of Northern Ireland Conflict between the Protestants and Catholics found in Chapter 4 in the Social Studies textbook for Secondary 3.
Your employees want a bigger piece of the pie. You want to attract and retain top talent while motivating employees to perform at their best. In this webinar, PayScale and BambooHR experts guide you to create a compensation plan that's a win/win for both you and your employees.
Presentation slides on "Hosting in a Global Village". Part of the "Globalisation Afternoon" held at Carlow's Institute of Technology on October 22 2013.
IIR Partnerships- CRO Alliances in 2015guest4954d3
This presentation describes what pharma-CRO partnerships may look like in 5-10 years, and how they will be different from today's outsourcing approaches.
Procurement in the age of Agile: Enlightened Agile Teams and Heathen VendorsSteve Nunziata
While Agile Software development thrives on small, co-located and dedicated teams, it is often challenging when features or capabilities end up outsourced to a third party provider. Can Agile truly work when part of the team is contracted? What options are there to facilitate success for everyone involved?
Managing client expectations of agile in commercial software projectsMSM Software
The word ‘agile’ has become one of those software development buzzwords that people use but do not fully understand. So how do you manage expectations for clients who are new to agile or do not fully understand the agile methodology? And, does agile work for every project? This session considers how to define an agile project methodology that fits client needs and will deliver project success.
This presentation was first presented by Steve Adams at Agile on the Beach.
Beyond Budget and Scope: Managing Client Expectations and Delivering ValueVanessa Turke
Many projects begin with by ambiguous needs, unclear priorities, mind-changing customers, and of course, a tight deadline. There are tools to monitor budget and schedule, but failure to manage client expectations often results in frustrating miscommunications and serious consequences for projects and business relationships.
This slide deck accompanies a workshop I ran at Agile India in March 2017. The majority of the audience were scrummasters, agile coaches, team managers etc.
It leans on the Heart of Agile meme.
The workshop focused on two activities;
1. thinking about better than best practices so that we can escape the tyranny of other people's patterns.
2. Getting people to reflect on the experience of telling/being told versus collaborating on a problem.
Collaboration: Cockburn's Dance of Contribution in a WorkshopCraig Brown
This is a presentation which accompanies a workshop on Alistair's "Collaboration; The dance of Contribution" article.
You can read the article here: http://alistair.cockburn.us/Collaboration%3A+the+dance+of+contribution
The workshop includes two games as well as a description of what leadership behaviours matter when you move from a compliant or merely co-operative culture to a collaborative one.
We ran a lunchtime session talking about values and how they underpin the way we work.
The session closed out with a whiteboard exercise which is described on the last page of this deck.
If you use this I'd appreciate your sharing your experiences and feedback via the comments or by email.
Thanks!
Requirements = Scope, BA World Bengaluru 2011Craig Brown
In May 2011 I presented this discussion of why project scope is driven by requirements, how requirements change is inevitable, and how that makes good project estimates very difficult.
I then present one useful technique for managing this challenge.
I gave this to the Melbourne Scrum Users Group. It was an interesting group with a few experience scrum users and many inexperienced people via the ACS, so the talk had to accommodate some Scrum 101 stuff, and went longer than planned with me talking for a bit over an hour.
In the end it went well, and I hope I get some feedback from the audience via the meetup site and ACS website.
When Business Analysts take their analysis and recommendations to stakeholders, we often use workshops. There is a trap in the workshop. You can only fit so much communica
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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.
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
10. 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
16. Sub Contractor End Customer Performing organisation Client organisation Consider this scenario
17. Sub Contractor End Customer Performing organisation Client organisation Consider this scenario Goal alignment?
18. Sub Contractor End Customer Performing organisation Client organisation Consider this scenario Maximise revenue, minimise costs Cheap and convenient Reliable margin, on time and budget, generate more work customer satisfaction & minimise risk
19. Sub Contractor End Customer Performing organisation Client organisation Consider this scenario Maximise revenue, minimise costs Cheap and convenient Reliable margin, on time and budget, generate more work customer satisfaction & minimise risk Conflict! The sub contractor wants to use existing systems and processes, which may help the P.O.’s ability to manage costs, but might restrict it’s ability to generate goodwill through lack of flexibility.
20. Sub Contractor End Customer Performing organisation Client organisation Consider this scenario Maximise revenue, minimise costs Cheap and convenient Reliable margin, on time and budget, generate more work customer satisfaction & minimise risk Conflict! The P.O. wants to manage it’s delivery to be on time and on target. This helps the client minimise risk, but decreases flexibility . New customer requirements will be harder to implement.
21. Sub Contractor End Customer Performing organisation Client organisation Consider this scenario Maximise revenue, minimise costs Cheap and convenient Reliable margin, on time and budget, generate more work customer satisfaction & minimise risk Conflict! The client organisation wants to maximise customer satisfaction, which may lead to trying to include all possible client requirements. This will probably make the solution too complex for most customers who want a cheap and convenient solution.
22. Sub Contractor End Customer Performing organisation Client organisation Collaborating isn’t always easy. Maximise revenue, minimise costs Cheap and convenient Reliable margin, on time and budget, generate more work customer satisfaction & minimise risk Conflict! Conflict! Conflict!
23.
24. Key Practices in Partnerships Partnering Relationships Mutual trust forms the basis for strong working relationships. Shared goals and objectives ensure common direction. Joint project team exists with high level of interaction. Open communications avoid misdirection and bolster effective working relationships . Long-term commitment provides the opportunity to attain continuous improvement. Traditional Practices Suspicion and distrust; each party is wary of the other. Each party’s goals and objectives, while similar, are geared to what is best for them . Independent project teams; teams are spatially separated with managed interactions. Communications are structured and guarded . Single project contracting is normal. Table 12.1 Project Partnering Framework ( Gray & Larson, 2006 , p384)
25. Key Practices in Partnerships Partnering Relationships Objective critique is geared to candid assessment of performance. Access to each other’s organization resources is available. Total company involvement requires commitment from CEO to team members. Integration of administrative systems equipment takes place. Risk is shared jointly among the partners, encouraging innovation and continuous improvement. Traditional Practices Objectivity is limited due to fear of reprisal and lack of continuous improvement opportunity. Access is limited with structured procedures and self-preservation taking priority over total optimization . Involvement is normally limited to project-level personnel. Duplication and/or translation takes place with attendant costs and delays. Risk is transferred to the other party.
40. Domestic Overseas Foreign Global Done at home for clients at home (e.g. my day job) Doing work for local clients in a foreign country (e.g. mining project for Australian firm in New Guinea) Done in a foreign country for clients in that country (e.g. a project for Microsoft performed in the USA) Done by a team located around the world (e.g. Siemens global product development team)
68. Figure 15.4 Kluckhohn – Strodtbeck’s Cross-Cultural Framework ( Gray & Larson, 2006 , p495) Note: The line indicates where the United States tends to fall along these issues.
69.
70.
71. Figure 15.5 Sample Country Clusters on Hofstede’s Dimensions of Individualism – Collectivism and Power Distance ( Gray & Larson, 2006 , p499) Where are we on this grid?
80. Areas for Training Religion Dress codes Education system Holidays—national and religious Daily eating patterns Family life Business protocols Social etiquette Equal opportunity
81.
82.
83.
84.
85. Selecting Team building Project managers Project stakeholders Expand the partnership commitment to include other key managers and specialists Build a collaborative relationship among the project managers. Voluntary, experienced, willing, with committed top management.