Collaboration is a common terminology in today's business world but is seldom fully understood or fully integrated into working practices. As major projects become increasingly more complex in both national and international programmes relationships between organisations and their people can represent a significant risk to the parties involved. The development and publication of the international standard for collaborative working focused on how organisations can take a systemic approach to ensure the appropriate focus on those key strategic relationships.
Presentation to the London Constructing Excellence Club, 8 April 2014. Paul R Greenwood, Managing Director, Greenwood Consultants Limited.
London Constructing Excellence Club is a forum for construction professionals helping to promote excellence in the construction industry. @LondonCEClub #LCEC
M&A’s are among the biggest challenges for companies and their IT organizations to navigate. They often create issues that cannot be dealt with conventional leadership and management techniques.
Where will BRM find themselves in Product Centric Organizations in the Near F...Svetlana Sidenko
Re-defining the role of the Business Relationship Manager in a context of organization's rapid evolution towards product-centric operating models is increasingly needed. Here are possible venues for the BRM role evolution within organizations moving from a “project” to “product” mindset.
This presentation discusses the impact of most organizations shifting from being project-centered to product-centered and the future of the Business Relationship Management as a role and discipline in the product-centered organizations.
Information and Technology Operating Models are rapidly changing from previously centered on projects and project management to models centered on product and product management. Agile methods and lean principles are being widely adopted to support these models. In recent Gartner survey*, 85% of respondents said their organization has adopted or plans to institute a product-centric approach for an average of 80% of their work by 2022. This shift is impacting Business Relationship Management as a role and discipline, leaving no place for the tactical BRMs in the future in product-centered organizations. Strategic BRMs, who represent IT to Business, will play an important role in this transition, to ensure that the business value is realised. However, when the Product Management matures to the enterprise level, the Business Relationship Management will evolve.
Presentation to the London Constructing Excellence Club, 8 April 2014. Paul R Greenwood, Managing Director, Greenwood Consultants Limited.
London Constructing Excellence Club is a forum for construction professionals helping to promote excellence in the construction industry. @LondonCEClub #LCEC
M&A’s are among the biggest challenges for companies and their IT organizations to navigate. They often create issues that cannot be dealt with conventional leadership and management techniques.
Where will BRM find themselves in Product Centric Organizations in the Near F...Svetlana Sidenko
Re-defining the role of the Business Relationship Manager in a context of organization's rapid evolution towards product-centric operating models is increasingly needed. Here are possible venues for the BRM role evolution within organizations moving from a “project” to “product” mindset.
This presentation discusses the impact of most organizations shifting from being project-centered to product-centered and the future of the Business Relationship Management as a role and discipline in the product-centered organizations.
Information and Technology Operating Models are rapidly changing from previously centered on projects and project management to models centered on product and product management. Agile methods and lean principles are being widely adopted to support these models. In recent Gartner survey*, 85% of respondents said their organization has adopted or plans to institute a product-centric approach for an average of 80% of their work by 2022. This shift is impacting Business Relationship Management as a role and discipline, leaving no place for the tactical BRMs in the future in product-centered organizations. Strategic BRMs, who represent IT to Business, will play an important role in this transition, to ensure that the business value is realised. However, when the Product Management matures to the enterprise level, the Business Relationship Management will evolve.
Business Relationship Management Executive BriefSvetlana Sidenko
The BRM Executive Brief provides the essential knowledge of the latest BRM key concepts from a strategic stand point.
The Business Relationship Management Executive Brief is targeted towards the CEO, executives, and other business leaders looking to gain knowledge of why and how to leverage their Business Relationship Management capability to move IT, Finance, HR, external partners, and other business functions to converged strategic partners and drive exponential business results consistently across industries.
A BRM capability drives innovation and business value, builds strategic partnerships, and evolves enterprise culture to support collaboration and shared ownership of strategy and results across all business functions.
For the greatest and fastest success, it is encouraged the BRM capability is championed by the CEO, C-level executives and business function leaders.
Value creation through M&A - A best practice framework for management and boa...Exemplum
This paper provides management teams and boards with a best practice framework to help them pursue, evaluate, and effect M&A and partnership opportunities. It also includes detailed management and board checklists.
BRM Role Clarity. BRM COI Gathering hosted by Business Development Bank of Mo...Svetlana Sidenko
Business Relationship Management community of interest (COI) gathering presentation March 12. Presented by BDC, IT Chapter, and Projissima. Discussion related to the clarity of BRM Role in Business and IT organisations.
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
What executives need to know about business reationship managementSvetlana Sidenko
You might have already completed a Business Relationship Management course and you have a good grasp of the main concepts. Maybe you’re new to the BRM role and you’re aiming to solidify your knowledge. Perhaps you don't have a formal BRM role, but you’re interested in learning more on how your Provider Organization can co-create value to your business and how to grow as a strategic partner. Take advantage of our professional insights on what executives need to know about Business Relationship Management.
One of the things we agreed upon when we started BMNT was that we would hold ourselves publicly accountable for delivering on our promise to help make the world a safer place. In that light each year we've delivered to our tribe of co-conspirators in the innovation insurgency an assessment of what we accomplished as well as a brief glimpse of what we expect the next year to bring.
APM Benefits Summit 2017 : Realising benefits in a changing world
Enhancing performance in complex projects through collaboration
presented by David Hawkins, ICW
22 June 2017
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
Business Relationship Management Executive BriefSvetlana Sidenko
The BRM Executive Brief provides the essential knowledge of the latest BRM key concepts from a strategic stand point.
The Business Relationship Management Executive Brief is targeted towards the CEO, executives, and other business leaders looking to gain knowledge of why and how to leverage their Business Relationship Management capability to move IT, Finance, HR, external partners, and other business functions to converged strategic partners and drive exponential business results consistently across industries.
A BRM capability drives innovation and business value, builds strategic partnerships, and evolves enterprise culture to support collaboration and shared ownership of strategy and results across all business functions.
For the greatest and fastest success, it is encouraged the BRM capability is championed by the CEO, C-level executives and business function leaders.
Value creation through M&A - A best practice framework for management and boa...Exemplum
This paper provides management teams and boards with a best practice framework to help them pursue, evaluate, and effect M&A and partnership opportunities. It also includes detailed management and board checklists.
BRM Role Clarity. BRM COI Gathering hosted by Business Development Bank of Mo...Svetlana Sidenko
Business Relationship Management community of interest (COI) gathering presentation March 12. Presented by BDC, IT Chapter, and Projissima. Discussion related to the clarity of BRM Role in Business and IT organisations.
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
What executives need to know about business reationship managementSvetlana Sidenko
You might have already completed a Business Relationship Management course and you have a good grasp of the main concepts. Maybe you’re new to the BRM role and you’re aiming to solidify your knowledge. Perhaps you don't have a formal BRM role, but you’re interested in learning more on how your Provider Organization can co-create value to your business and how to grow as a strategic partner. Take advantage of our professional insights on what executives need to know about Business Relationship Management.
One of the things we agreed upon when we started BMNT was that we would hold ourselves publicly accountable for delivering on our promise to help make the world a safer place. In that light each year we've delivered to our tribe of co-conspirators in the innovation insurgency an assessment of what we accomplished as well as a brief glimpse of what we expect the next year to bring.
APM Benefits Summit 2017 : Realising benefits in a changing world
Enhancing performance in complex projects through collaboration
presented by David Hawkins, ICW
22 June 2017
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
Presentation given by David Hawkins for the APM Webinar 16th March 2016.
You will learn,
The Power of Collaboration
Assist organisations to develop collaborative relationships for competitiveness
Develop, share, promote best practice Business Relationship Management
Self financing – Not for Profit
Executive Knowledge Network - Public sector/Industry / Academia
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
APM webinar sponsored by the South Wales and West of England Branch on 23 November 2021.
Speaker: David Hawkins
Projects by their very nature require many stakeholders to work together to deliver outcomes. The greater the level of collaboration the higher the probability of success. This webinar was held on 23 November 2021.
The impact of relationships and behaviours cannot be underestimated but often this is left to develop organically and can frequently be impacted by external influences directly or inadvertently. A structured approach to placing collaborative working as part of the project plan and execution can help enhance performance.
https://www.apm.org.uk/news/how-collaborative-working-can-help-deliver-successful-projects-webinar/
Enterprise Wide IT Projects are Complex and strategic importance to organizations to sustain competitive advantage in the market place.
High percentage of strategic initiatives fail due to poor project performance.
This presentation highlights importance of leading Enterprise Wide Projects, instead just focusing on managing projects. The author discusses enterprise wide project relevance to PMI Knowledge Areas and essential leadership skills required to manage enterprise wide projects.
The author also presents two project planning models organizations can use to improve enterprise wide project success.
Core Promise: A Simple Driver of Healthy, Resilient, High-Performancemarsha shenk
With increasing competition for relevance to key audiences, and increasing pressure from relentless change as well as diminishing resources, the ability to design superior value with minimal investment – quickly – has become mission-critical for reliable performance.
These pages invite you to a new approach to organizational achievement: applying the power of new design thinking to Strategic Planning and Organizational Design.
It’s one thing to sell to customers—it’s another to negotiate with business partners, corporate lawyers and investors. In this Entrepreneurship 101 lecture, we discuss the art of the sale in depth and give tips and tricks on how you can succeed when negotiating with various stakeholders.
Key topics covered: Partnerships, corporate agreements and negotiating.
Design-Integration: The operational horizon for human-centered design. This talk was presented to Boulder UI/UX and San Diego Experience Design Meetups
Keynote UQAM 26 november 2013 Program ManagementMichel Thiry
Keynote delivered by Michel Thiry, PhD, PMI Fellow, Adjunct Professor University of Technology Sydney, to a group of senior managers and post graduate students at the Université du Québec à Montréal on 26 November 2013.
Presentation at the APM Governance SIG conference: Governance and collaborative working 21st May 2013. Martin Samphire, Peter Hansford, Mark Sewell and Andy Murray.
Similar to The role of Collaborative Relationships in complex Projects (20)
Overview PMI Infinity - UK Chapter presentationPMIUKChapter
Generational AI boosts outcomes, development, and efficiency for PMI Infinity’s project managers. PMI Infinity offers lifelong resources and knowledge from a vast project management database, ensuring reliable and research-backed solutions. The platform’s Generative AI ensures accurate, trusted content.
The Infinity RoadMap outlines product features and development, aiding in aligning with organizational strategies. PMI Infinity supports project pros at all levels, helping with certification, skill enhancement, and strategy creation.
How Pencils and Scotch Tape Led to the Space Elevator - slides.pptxPMIUKChapter
Adrian Nixon and Rob Whieldon are some of Britain’s leading experts on Graphene – its chemistry, manufacture and uses. In this presentation they will lead us through the journey of graphene from its origins in playing with pencil and scotch tape to its future its uses - from transparent toasters to the Space Elevator.
Supercharge Your Project Management Skills with CHATGPT practical - UK.pdfPMIUKChapter
Ready to revolutionize your project management skills? Join us as we dive into the world of ChatGPT, an incredibly powerful language model that's about to become your new best friend in assisting you in managing projects! We'll start with a warm introduction to ChatGPT, giving you the fundamentals on what it is and how it works. Then, we'll take you on a journey to explore its incredible abilities it can help with in project management in seconds with the correct prompts.
We'll show you how ChatGPT can make the foundation of project documentation like a business case or project charter a breeze for you to customize like a pro saving you endless hours. We'll also demonstrate how it can help you create summarizations, decision making analysis, critical paths, cause-and-effect diagrams, Earned value management, power/interest grids, agile user stories and more in no time.
But wait, there's more! We'll spill the beans on clever tips and tricks to make the most of ChatGPT in your daily project management tasks as well as using ChatGPT to help pass the PMP exam.
To wrap it all up, we'll host a fun and interactive learning session for you to review everything we've covered and get some hands-on experience with ChatGPT. So come along and discover how you can level up your project management skills with this game-changing AI tool!
Playing Project Management PMI UK Chapter May 2023.pdfPMIUKChapter
Is it possible to learn how to manage projects in a classroom?
Can a novice enter the classroom from one door, and exit from another as a project manager?
Join us to learn how to become project managers through different learning methods, and what PMOs and organisations can do to support effective learning and continuous improvement of project management.
Speaker
Daniel Zitter is and experienced project manager and PMO, a licensed industrial management engineer, and PMO Certified Consultant (PMO-CC®) on behalf of the PMO Global Alliance;
Daniel is passionate about project management, and he's happy to tell anyone who will listen. He appreciates the complexities of managing a project. He enjoys discussing it with others and teaching the methodologies, thought processes and how to deal with the questions and challenges that are sure to arise. And he's happy to share his knowledge and experience with clients, friends and acquaintances – because he believes deeply in what he does, how he does it and that doing it right makes a huge difference to the outcome.
In recent years, Daniel is also the Israeli ambassador of the PMO Global Alliance organisation and a member of the judging team of the PMO Global Awards competition in which he helps in selecting the best PMO bodies in the world.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
5. Building business relationships
6
Collaboration
Wi ho con e i j an a i a ion
Collaborative
Wi ho e ing e ec a ion i i hf l hinking
Collaborative working
Wi ho le of engagemen i chao
Collaborative behaviour
Wi ho defini ion o ide no mea e of eali
How many of these terms have you heard?
6. Building business relationships 7
In my organisation / experience Relationships are viewed
as key to project and programme success?
18. Building business relationships 19
In my organisation/experience when considering
A programme relationships are seen as ?
In he tendering/evaluation relationships are seen as?
24. ISO 44001 The International standard for collaborative working
Principles of Collaborative working
Principles for effective adoption and
implementation of ISO 44001
BSI ISO 44000-2019 1. Relationship Management
2. Visions and Values
3. Business Objectives
4. Collaborative Leadership
5. Governance & processes
6. Competence and Behaviour
7. Trust & commitment
8. Value Creation
9. Information & Knowledge sharing
10. Risk management
11. Relationship measurement
12. Exit Strategy
25. Building business relationships
26
ISO 44001 Requirements framework
• Structure for systemic application
• Relationship life cycle
• Framework model
• Aligned to HLS management standards
• Common language
• Neutral starting point
28. Building business relationships 29
The CRAFT Life cycle of Relationships
Does the corporate approach
align with operational needs
Does the specific business
case support a collaborative
approach
Assess your strengths &
weaknesses and define
partner profile
Engage potential partners &
understand their objectives
Develop a joint collaborative
approach to drive successful
outcomes
Create & maintain focus on
developing added value
Jointly manage relationship
& performance to ensure
success
Meet the business needs &
ensure controlled
disengagement
29. Building business relationships 30
Does your organisation have a structured process to manage mission critical
relationships?
34. Building business relationships
35
Structured to help organisations
address the requirements of ISO
44001
• What does the standard require
• Why is the requirement included
• How suggested approaches to
support implementation
ISO 44002 Guidance for implementation
42. The International Standard for Collaborative Business Relationships
Institute for
Collaborative
Working
Thank You
Dave Hawkins
David.Hawkins@ICW.UK.Com