The document discusses the challenges deliverables face throughout their journey. It notes that deliverables are produced to influence outcomes but often receive little funding and attention in the early stages. As projects progress, deliverables may see more investment but must also adapt to changing contexts as stakeholders, objectives, and environments are altered over time. The document advocates for deliverables to be designed with an awareness of implicit perceptions, continual stakeholder management, clearly defined intent, and flexibility to respond to changes in order to best achieve their intended influence.
Stakeholder is the ‘IMPORTANT’ group that defines the acceptance criteria and acknowledges the success. Their effective management is an essential in today's Program Management.
Presentation by Stephanie Wade made at the OECD Conference on Innovating the ...OECD Governance
This presentation by Stephanie Wade was made at the OECD conference on Innovating the Public Sector: From Ideas to Impact (12-13 November 2014). For more information visit the OECD Observatory of Public Sector Innovation: https://www.oecd.org/governance/observatory-public-sector-innovation/events/.
A Human Centered Design Approach to Strategic Salesforce ProjectsSumma
Users and customers alike expect consumer-grade experiences from enterprise software that is focused on achieving outcomes, not technical complexity. Summa’s Human Centered Design Practice works closely with Salesforce Delivery Teams to build implementations that focus on what users want to accomplish by using the system, in the spirit of the “jobs to be done” approach. Learn how this approach changes perspective of both customers and technical teams, and raises Salesforce projects in the specter of truly strategic initiatives within organizations.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
Webinar: Stakeholder Management Engaging The Organisation For ResultsAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/6Ey2Vkd1A-c or watch the video at end of the slide
The Objectives Of This Webinar Are To Explain:
• How to engage stakeholders and manage their expectations
• Key relationship management skills and techniques
• How to build a comprehensive relationship map to establish widespread commitment
• How to employ powerful conflict management techniques
• How to achieve win/win situations by the appropriate use of influence
• How to apply multiple communication techniques
• How to use the influence model effectively
• How to address the key relationship and communications skills needed to manage expectations in projects and succeed in conflict situations
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods, and Techniques’.
Stakeholder is the ‘IMPORTANT’ group that defines the acceptance criteria and acknowledges the success. Their effective management is an essential in today's Program Management.
Presentation by Stephanie Wade made at the OECD Conference on Innovating the ...OECD Governance
This presentation by Stephanie Wade was made at the OECD conference on Innovating the Public Sector: From Ideas to Impact (12-13 November 2014). For more information visit the OECD Observatory of Public Sector Innovation: https://www.oecd.org/governance/observatory-public-sector-innovation/events/.
A Human Centered Design Approach to Strategic Salesforce ProjectsSumma
Users and customers alike expect consumer-grade experiences from enterprise software that is focused on achieving outcomes, not technical complexity. Summa’s Human Centered Design Practice works closely with Salesforce Delivery Teams to build implementations that focus on what users want to accomplish by using the system, in the spirit of the “jobs to be done” approach. Learn how this approach changes perspective of both customers and technical teams, and raises Salesforce projects in the specter of truly strategic initiatives within organizations.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
Webinar: Stakeholder Management Engaging The Organisation For ResultsAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/6Ey2Vkd1A-c or watch the video at end of the slide
The Objectives Of This Webinar Are To Explain:
• How to engage stakeholders and manage their expectations
• Key relationship management skills and techniques
• How to build a comprehensive relationship map to establish widespread commitment
• How to employ powerful conflict management techniques
• How to achieve win/win situations by the appropriate use of influence
• How to apply multiple communication techniques
• How to use the influence model effectively
• How to address the key relationship and communications skills needed to manage expectations in projects and succeed in conflict situations
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods, and Techniques’.
Product Innovation Storytelling - 5 tips to breakthrough to your consumersJosh Hansen
5 tips for telling your innovative product story. Products today are innovative and sometimes complex and consumers want to know immediately how products can benefit them, which makes marketing those products a challenge. The best brands such as Nike, Apple, Adidas and others know how to tell their brand stories.
What is an innovation?
Why the case for innovation is even stronger today?
Product innovation
Explain why some product innovations are unsuccessful.
Examine the process of product innovation.
New Product Development (NPD) framework.
Evaluate the merits of NPD framework.
Why some innovations are popular/unpopular?
Blueprint+: Developing a Tool for Service DesignAndy Polaine
Presented at the Service Design Network Conference 09 in Madeira. The presentation is about a work-in-progress examining how we can best expand the service design blueprint diagramming to include other critical information such as time and emotional states of the participants in the service.
3 Cs of Innovation 2.0 - Crowdsourcing, Competition, CollaborationHutch Carpenter
A look at three dynamics that determine the course and value of innovation efforts via communities. Describes areas including cognitive diversity, game mechanics and new bases for collaboration. Presented at the E2.0 Forum in Milan, Italy on 10 June 2010.
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
William Fiedler
on Mon, Aug 27 2018, 9:46 AM
33% highest match
Submission ID: 379b2d26-d065-43d3-b758-c36c7d7e7358
Attachments (1)
· mba 6941 unit VIII reflection Paper.doc 33%
Word Count: 1,397 Attachment ID: 224883277
mba 6941 unit VIII reflection Paper.doc
Running Head: THE PROJECT CLOSURE PHASE 1 THE PROJECT CLOSURE PHASE
2
The Project Closure Phase William Fiedler Columbia Southern University The Project Closure Phase Inside this paperwork, I am going to make a discussion regarding the closing project. I will also extend to discussing the lesson learned towards the end of the project. 1 THE FOURTH AND LAST PROJECT LIFECYCLE STAGE IS THE PROJECT CLOSURE PHASE. IT IS IN THIS STAGE THAT YOU WILL BE ABLE TO YOUR PROJECT FORMALLY CLOSES AFTER THE REPORT SUCCESS LEVEL OF THE SPONSOR YOU HAVE. The exercises that are needed in closing the task in brought in to be by the Project Closure Report and this guarantees the project a conclusion that is embraced productively and comfortably. Once the report is brought into action and acknowledged by the individuals, the reports of the completion of the inside exercises indicated are attempted (Larson, 2014). As a result, the project closure comes into effect formally. 1 AFTER THE CLOSING OF THE TASK IN A PERIOD OF AT LEAST ONE TO THREE MONTHS, THE BUSINESS IS BELIEVED TO START GAINING THE ADVANTAGES GIVEN BY THE PROJECT WHICH MAKE IT MORE ESSENTIAL TO ALLUDE THE POST IMPLEMENTATION REVIEW (PIR) EVALUATION. This provides the business with a wide range of view towards recognizing its achievements level of different tasks as well as offer the education on the future projects that will arise.
2 PROCESS FOR CLOSING THE PROJECT THE PROJECT TRANSITION TASK CONTROL DOCUMENT WILL RECORD THE VICTORIES AND DISAPPOINTMENTS OF THE TASK. It gives a chronicled record of the orchestrated and unique spending plan and schedule, proposals for future endeavors of practically identical size and unpredictability, information on staffing and aptitudes used to meet errand targets and destinations, how the client wants were managed, exercises learned, and an official undertaking close down. One reason for the conclusion understanding system is to offer the sellers a formal warning to the structures that may have been created which has a high expectation that is elegant and commendable or that may have been rejected as a result. If the business does not meet its goals, it ought to make the amendment that hinders them from this achievement, and the individual or the dealer responsible for this should try to fix or eradicate any errors that may have caused it with a formal affirmation (Larson, 2014).
Before the closure of the agreement, all the minor things are fixed, and the competed expectation is to strike the depressed. Over rages of errands, the world has audited quality performance, and the vendor was allowed to influence chan.
Product Innovation Storytelling - 5 tips to breakthrough to your consumersJosh Hansen
5 tips for telling your innovative product story. Products today are innovative and sometimes complex and consumers want to know immediately how products can benefit them, which makes marketing those products a challenge. The best brands such as Nike, Apple, Adidas and others know how to tell their brand stories.
What is an innovation?
Why the case for innovation is even stronger today?
Product innovation
Explain why some product innovations are unsuccessful.
Examine the process of product innovation.
New Product Development (NPD) framework.
Evaluate the merits of NPD framework.
Why some innovations are popular/unpopular?
Blueprint+: Developing a Tool for Service DesignAndy Polaine
Presented at the Service Design Network Conference 09 in Madeira. The presentation is about a work-in-progress examining how we can best expand the service design blueprint diagramming to include other critical information such as time and emotional states of the participants in the service.
3 Cs of Innovation 2.0 - Crowdsourcing, Competition, CollaborationHutch Carpenter
A look at three dynamics that determine the course and value of innovation efforts via communities. Describes areas including cognitive diversity, game mechanics and new bases for collaboration. Presented at the E2.0 Forum in Milan, Italy on 10 June 2010.
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
William Fiedler
on Mon, Aug 27 2018, 9:46 AM
33% highest match
Submission ID: 379b2d26-d065-43d3-b758-c36c7d7e7358
Attachments (1)
· mba 6941 unit VIII reflection Paper.doc 33%
Word Count: 1,397 Attachment ID: 224883277
mba 6941 unit VIII reflection Paper.doc
Running Head: THE PROJECT CLOSURE PHASE 1 THE PROJECT CLOSURE PHASE
2
The Project Closure Phase William Fiedler Columbia Southern University The Project Closure Phase Inside this paperwork, I am going to make a discussion regarding the closing project. I will also extend to discussing the lesson learned towards the end of the project. 1 THE FOURTH AND LAST PROJECT LIFECYCLE STAGE IS THE PROJECT CLOSURE PHASE. IT IS IN THIS STAGE THAT YOU WILL BE ABLE TO YOUR PROJECT FORMALLY CLOSES AFTER THE REPORT SUCCESS LEVEL OF THE SPONSOR YOU HAVE. The exercises that are needed in closing the task in brought in to be by the Project Closure Report and this guarantees the project a conclusion that is embraced productively and comfortably. Once the report is brought into action and acknowledged by the individuals, the reports of the completion of the inside exercises indicated are attempted (Larson, 2014). As a result, the project closure comes into effect formally. 1 AFTER THE CLOSING OF THE TASK IN A PERIOD OF AT LEAST ONE TO THREE MONTHS, THE BUSINESS IS BELIEVED TO START GAINING THE ADVANTAGES GIVEN BY THE PROJECT WHICH MAKE IT MORE ESSENTIAL TO ALLUDE THE POST IMPLEMENTATION REVIEW (PIR) EVALUATION. This provides the business with a wide range of view towards recognizing its achievements level of different tasks as well as offer the education on the future projects that will arise.
2 PROCESS FOR CLOSING THE PROJECT THE PROJECT TRANSITION TASK CONTROL DOCUMENT WILL RECORD THE VICTORIES AND DISAPPOINTMENTS OF THE TASK. It gives a chronicled record of the orchestrated and unique spending plan and schedule, proposals for future endeavors of practically identical size and unpredictability, information on staffing and aptitudes used to meet errand targets and destinations, how the client wants were managed, exercises learned, and an official undertaking close down. One reason for the conclusion understanding system is to offer the sellers a formal warning to the structures that may have been created which has a high expectation that is elegant and commendable or that may have been rejected as a result. If the business does not meet its goals, it ought to make the amendment that hinders them from this achievement, and the individual or the dealer responsible for this should try to fix or eradicate any errors that may have caused it with a formal affirmation (Larson, 2014).
Before the closure of the agreement, all the minor things are fixed, and the competed expectation is to strike the depressed. Over rages of errands, the world has audited quality performance, and the vendor was allowed to influence chan.
Consultancy skills
Marketing Consultancy
PR Operations
Sales training
Advertising / Corporate Films
Market research
Competitive analysis
Brand launches
Brand relaunches
Extensions of product life cycle
Design of logos, pamphlet, booklet, brochure, and websites.
All kind of promotional activities.
IPO Marketing
Advertising and corporate films
Making The Connection Workshop Presentation 11 28 2007guest7fa781
The role of social networking and cluster analysis in the nonprofit sector and how foundations can use this information to improve the effectiveness of their grantmaking.
Early Enterprise 2.0 perspectives (circa 2005) from Stephen Danelutti of netoCiety. Essentially covers the functions of innovation and change in business transformation efforts supported by social software.
Like many professions, the business analyst evolves through various stages in his/her career. The senior analyst with several years of experience in the role as a senior consultant must possess leadership skills in order to guide and direct an organization towards successful project, program, or portfolio implementations to meet it's mission and vision.
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
5 Characteristics Of Successful Intermediary Organisationsikmediaries
Presentation by Catherine Fisher (IDS) on 5 characteristics of successful intermediary organsiations, given at the 3rd I-K-Mediary workshop in Brighton, November 2009.
8. Stage 1: Interested Important but receives little funding Stage 2: Invested Formalised programs emerge Stage 3: Committed Critical and execs actively involved Stage 4: Engaged One of the core tenets of strategy Stage 5: Embedded In the fabric of company Stages of Experience-based differentiation maturity Source: Forrester Research CX Maturity Varies Within The Organisation
9. Design’s Perceived Role In The Organisation Influence & Authority B Business Owner A Service Provider A B
10. Design’s Perceived Role In The Project Source: Jess McMullin, B+D.org Design by default Defines problem / opportunity space Disruptive innovation Shaping strategy Generates alternative solutions Narrows solution options Incremental improvement Cosmetic overlay
16. Context Changes During Design Process Restructures People Come... ...People Go Funding Cuts New Competitor New Information Merger Acquisition New Stakeholders New Objective New Direction New Insight New Capability New Threat
CX manager in a corporate organisation, responding to question Corporate design machine a mysterious black box. Look inside, from the perspective of a deliverable - where they ‘go’, what is the context, how does that impact deliverable? If you understand my context better, sets us up for mutual success and accomplishment. If we consistently produce effective deliverables More likely to be recognised as adding value and have a greater sense of personal accomplishment Have more influence over their careers / can be more selective about their assignments
Exercise: Yell out 1st thing that springs to mind when I say ‘deliverable?’ Capture and play back: Types of deliverable Format... Content... Purpose (communicate, specify, validate)... Convince someone to do something... Something you produce, create, hand over...
Something that’s created...but...why? I asked a lot of people this question, in preparing this paper. From their answers, concluded...
To influence an outcome... Not an outcome in itself (typically) So, it’s something that’s produced, to influence an outcome
Not engaged with, not supported, struggles to survive Conceptual design deferred, engagement terminated Deliverables engaged with and adopted but not as intended Conceptual design well-received: intent lost in implementation High level of engagement, adoption and longevity of deliverable. Personas adopted and utilised by many internal projects, extended and developed internally. Organisational capability to deliver focussed designs is increased. Core concept of website design well-received, implemented as intended and utilised as governance tool in ongoing management of customer experience.
Deliverable will encounter... Cx maturity varies, Role of design varies Some people misunderstood why it was created in the first place, (so they got a surprise when it showed up!) and other people who knew, sort of...forgot Passes through hands, minds and hearts of owners of the customer experience Supported by some, challenged or constrained by others Only some understood its’ intent!
Maturity varies inside an organisation Business unit Team Individuals Deliverable must recognise maturity level. It may want to play a role in pulling the org up the ladder. If so, has to understand what is best approach to do so.
Preconceived notions of design’s role affect influence of deliverable - is it seen as a “trusted advisor” that provides strategic direction or optional output of “glorified crayon”? Westpac CX team is a business owner Accountable for CX - governance, direction Manage design process, resource allocation and flow of knowledge across multiple portfolios. Delivery responsibilities Develop organisational CX maturity, design capability and practice. In other organisations, design may be an internal service provider...
Deliverable’s role varies with design’s role in project Sometimes framing is not the best thing... Sometimes continual, incremental improvement is a good thing... Sometimes it’s just about style... Sometimes, it plays all of those roles but at various stages Important to recognise the perceived role and match deliverable approach accordingly and yes, deliverable may have to challenge the perception...
Deliverable will encounter people with similar objectives but there are always subtle differences... All pilots in this picture maybe flying to same place and no doubt highly focussed - but obviously different ways of getting there, secondary objectives - eg do something else along the way, get there fast, reconnaissance...no idea what sideways plane is doing... If a deliverable is something that’s produced to influence an outcome, it has to be clear on the desired outcomes, relative to one and other...else, it will be pulled apart
Deliverable will be exposed to many, open to influence...by many In a large organisation, many people are stakeholders in the design of the experience. Roles and accountabilities with respect to the deliverable not always clear Too easy to get distracted, design by committee - always ends with a poor outcome. Deliverable must be explicit about roles and accountabilities - who steers and makes decisions, with respect to the final outcome. Once agreed, has to stick to the model has to remind everyone - they will value. (Cite Revite example)
Deliverable will be exposed to many, open to influence...by many In a large organisation, many people are stakeholders in the design of the experience. Roles and accountabilities with respect to the deliverable not always clear Too easy to get distracted, design by committee - always ends with a poor outcome. Deliverable must be explicit about roles and accountabilities - who steers and makes decisions, with respect to the final outcome. Once agreed, has to stick to the model has to remind everyone - they will value. (Cite Revite example)
Deliverable will be exposed to many, open to influence...by many In a large organisation, many people are stakeholders in the design of the experience. Roles and accountabilities with respect to the deliverable not always clear Too easy to get distracted, design by committee - always ends with a poor outcome. Deliverable must be explicit about roles and accountabilities - who steers and makes decisions, with respect to the final outcome. Once agreed, has to stick to the model has to remind everyone - they will value. (Cite Revite example)
Is deliverable clear about who it’s talking to, what it’s saying to them (implicit & explicit)? Best way to communicate? (media, format, content, detail...?) Level of detail appropriate to audience and pertinent to decision or outcome required? (eg wireframes a really BAD idea when explaining conceptual frameworks) If the intent is understood, can usually work out a way to implement - even if not entirely as envisaged...only way to know - ask audience to play back (deliverable has to confirm that it’s understood...)
Interior of Black Box is Always Changing Design Process Creates Change... (new opportunities, new stakeholders) Context Changes For A Variety of Reasons
A deliverable is something produced, to influence an outcome An effective deliverable engages others and influences them to act in way that leads to the desired outcome
People outside can ask about context... People in box can tell people outside box about context... Challenges: - How to ask / interpret questions? (eg Tell me about your maturity level?) - Not very engaging - Visibility over time...tendency to ‘set and forget’
Westpac Creating a framework, toolset Method cards What you don’t know - ask... What you know - test...
Open-source: All boats rise with the tide Have one ‘free’ version - but there’s a catch - need you to collaborate in iterating it Anyone who wants to develop, see me at table Agree to open source, publish to benefit of all - we in orgs, need you to succeed
Exercise: Yell out 1st thing that springs to mind when I say ‘deliverable?’ Capture and play back: Types of deliverable Format... Content... Purpose (communicate, specify, validate)... Convince someone to do something... Something you produce, create, hand over...