The document summarizes feedback from representatives of different military branches in response to a policy brief about the relationship between deployment, combat experience, and military suicide. The representatives point out that most military suicides are among those who have never deployed and that deployment may actually have a protective effect by enhancing social connections. While previous research has focused on deployment as a risk factor, the discussed perspectives suggest the relationship is complex and that social integration and connectedness could be more important factors to consider.
This document outlines the staffing structure for an e-learning department, including roles such as Media Support Manager, E-learning Technologist, and E-learning Coordinator. It also lists the number of librarians in the learning resource centre and notes that there are 2 part-time academic secondees.
The document summarizes the growing Occupy Wall Street movement across the United States, with over 300 solidarity events occurring in cities around the country. Thousands have protested in Philadelphia, Washington D.C., and Los Angeles against income inequality and joblessness. The movement aims to pressure Wall Street, CEOs, and millionaires to pay their fair share and create good jobs. People are encouraged to get involved by visiting or signing up for Occupy events in their cities.
The document discusses how change is a core competency for organizations. It provides examples from various studies that found organizations that were most successful at change ensured staff felt ownership, roles and responsibilities were clear, and the organization was engaged through ongoing communication. A key challenge is when users are too busy to engage with projects. The document advocates for incorporating change awareness, readiness, and capability into best practices to help organizations achieve strategic objectives through change.
Hr professionals guide to business transformationMaven
Change management and specifically large-scale organisational change or business transformation initiatives are dominating the activities of many organisations. In the most recent Trends in Business Transformation survey 84% of European managers viewed transformation as the norm and were involved in a new business transformation programme on average every 6 months.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
The document summarizes feedback from representatives of different military branches in response to a policy brief about the relationship between deployment, combat experience, and military suicide. The representatives point out that most military suicides are among those who have never deployed and that deployment may actually have a protective effect by enhancing social connections. While previous research has focused on deployment as a risk factor, the discussed perspectives suggest the relationship is complex and that social integration and connectedness could be more important factors to consider.
This document outlines the staffing structure for an e-learning department, including roles such as Media Support Manager, E-learning Technologist, and E-learning Coordinator. It also lists the number of librarians in the learning resource centre and notes that there are 2 part-time academic secondees.
The document summarizes the growing Occupy Wall Street movement across the United States, with over 300 solidarity events occurring in cities around the country. Thousands have protested in Philadelphia, Washington D.C., and Los Angeles against income inequality and joblessness. The movement aims to pressure Wall Street, CEOs, and millionaires to pay their fair share and create good jobs. People are encouraged to get involved by visiting or signing up for Occupy events in their cities.
The document discusses how change is a core competency for organizations. It provides examples from various studies that found organizations that were most successful at change ensured staff felt ownership, roles and responsibilities were clear, and the organization was engaged through ongoing communication. A key challenge is when users are too busy to engage with projects. The document advocates for incorporating change awareness, readiness, and capability into best practices to help organizations achieve strategic objectives through change.
Hr professionals guide to business transformationMaven
Change management and specifically large-scale organisational change or business transformation initiatives are dominating the activities of many organisations. In the most recent Trends in Business Transformation survey 84% of European managers viewed transformation as the norm and were involved in a new business transformation programme on average every 6 months.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
Corporate storytelling can help bridge the gap between senior managers' strategic visions and workforce delivery of strategic goals. Stories have the power to motivate and inspire loyalty during periods of change when rational approaches are less effective. A corporate story is a narrative that instructs an audience and creates a memorable message to paint a compelling picture of the future, address current problems, and enable career advancement as organizations work to implement transformational change across all levels of staff.
This document discusses forming a project team and identifying the key roles needed. It describes a project as a unique, temporary endeavor undertaken to achieve a desired outcome. There are three main interests in a project - the business interest, user interest, and provider/supplier interest.
The document recommends having the following key roles to represent each interest: a sponsor/executive to represent the business interest; one or more senior users to represent the user interest; and one or more senior suppliers to represent the provider/supplier interest. It also recommends having a project manager to facilitate the work and manage the project day-to-day. Appointments to these roles should consider the individual's availability, competence, viewpoint, credibility, and
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
HR professionals guide to business transformation white paper Maven
This document discusses the growing demand for skills in business transformation and change management. It outlines that 84% of European managers are involved in business transformation initiatives every 6 months on average. There is high demand for transformation consultants and jobs requiring change management skills are growing. The document defines the key skills needed for successful business transformation, such as communicating objectives, ensuring staff understanding and acceptance of changes, and avoiding slippages in implementation. It also discusses qualifications available in change management from organizations like the CIPD, CMI and ACMP.
The client's business was requesting new systems and procedures from IT and operations without approval from senior managers, resulting in a lack of planning and oversight over multiple projects. To address this structural issue, Maven conducted a project maturity assessment comparing the client's current project management capabilities to best practices. Maven produced a report that identified improvements that could be implemented quickly to provide the client's executive team with clearer authorization over changes and expected results.
Maven was asked to provide training to senior managers on project, programme, and portfolio management. They developed a four week interactive training programme to help managers articulate changes and identify dependencies between projects. Discussions identified projects that would be better as a programme, but senior managers still lacked programme management understanding. Maven provided a specialist to bring projects together into a programme and mentor a project manager to become the programme manager over six months. As a result, the programme is now underway with several projects delivered and positive customer feedback received. The senior managers have learned to identify opportunities where programme management can help manage interdependent projects more effectively.
The head of business transformation at an insurance company found that over 80 IT systems and process improvement projects lacked defined business cases or benefits. Projects were approved based on who proposed them rather than strategic objectives. Individuals were assigned to up to 17 projects each. Maven assessed the organization's project management maturity as between zero and one. They created a prioritized project portfolio and identified resource gaps. A new governance framework was implemented for overall project control. Initially some struggled with the new framework prioritizing organizational needs over individual needs, but within months it was embedded. Senior management now have comprehensive visibility of initiatives and approve new ones based on agreed criteria,
A global charity hired Maven to develop a competency assessment model and training program for their project managers. Maven reviewed models from PMI and IPMA and created a shorter assessment based on the IPMA framework that could be used globally. They then created a range of tailored training courses for different project roles, including an overview course and more comprehensive training for project managers. The training program was rolled out globally and well received, and Maven further supported it by creating an internal website with course materials and project resources.
The client had 60 staff working on telecommunications projects but they lacked consistent project management skills despite training. Project delivery times varied depending on who was assigned. Maven conducted competency assessments of staff through interviews and observations. They reported recommendations to group skills, assign resources based on a new matrix, address gaps through training, and hire temporarily for critical gaps. As a result, project delivery times decreased, expectations could be set more realistically with customers, and new business revenue identification became more structured.
The Programme Director realized that existing project processes focused on delivery but provided little guidance for planning and implementing business changes. Discussions with managers found a low understanding of change management, with many believing changes were the sole responsibility of project managers. Maven developed a business transformation framework similar to the project framework in use. Workshops communicated a standard set of change activities that could be applied across projects and programmes, and participants took ownership of the outputs and creating their business change lifecycle. The framework has now been implemented across the organization and is becoming accepted practice, with reference to it appearing in other initiatives.
Maven was asked to develop a communications and stakeholder engagement program for a major manufacturer undergoing a business transformation. The program included workshops and courses at three levels: for senior managers to lead change, for managers to manage change implementation, and for impacted employees to understand and participate in changes. Participants created personal action plans to engage with changes. The program increased support for transformations in the finance department and will be rolled out to purchasing using maturity assessments.
Maven was commissioned by a large automobile company to assess how well it had managed a recent business transformation involving a change in ownership and new ERP system implementation. Maven interviewed key individuals using its Change Experience Checklist and produced a report summarizing its findings, including a baseline of the company's change management capabilities and recommendations to address in future change plans. The report provided division heads insight into staff perceptions and awareness of changes to help predict and manage resistance during an ambitious growth transformation program.
The client was not effectively realizing the benefits of its projects even though it had a project management methodology. Benefits were documented but not measured after projects went live, and no one was responsible for ensuring benefits were achieved. Maven devised an approach to benefits management for the client that relied on project and change managers working with business managers. Maven held workshops to explain the benefits management framework and identify activities needed within projects and businesses to define, measure, and achieve benefits. Maven also developed a guide on benefits management that is now used for training and discussions on projects to ensure benefits are realized.
Senior management at a large university knew there were issues delivering projects on time due to a lack of resources. Many projects were months late causing low customer satisfaction. An assessment found many initiatives underway without senior managers' awareness. In response, a governance framework was created including processes to escalate project requests to senior levels for visibility of resource usage and skills needed. Work was also done to reprioritize projects and communicate delays and improvement actions to sponsors.
This document provides guidance on managing a change initiative through a four step process: assessing the change, planning the change, implementing the change, and embedding the change. It identifies common mistakes in planning, communicating, and implementing change and provides solutions. Effective change management requires tailoring communication to different audiences, allowing flexibility in plans, and clearly defining roles and responsibilities for implementation.
PRINCE2 is a standardized project management method used worldwide. It provides structure and guidelines for project management in 7 principles, 7 themes, and 7 processes. The document discusses what PRINCE2 is, its benefits such as cost reductions and transparency, and qualifications like Foundation and Practitioner. Maven Training is an accredited PRINCE2 training provider that helps students understand how to apply PRINCE2, prepares them for certification exams, and ensures trainers have project experience.
The document provides an overview of the Project Management Institute (PMI) qualifications program. It describes the Certified Associate in Project Management (CAPM) and Project Management Professional (PMP) certifications, the requirements to sit for each exam, and how PMI training is delivered. It also summarizes the benefits of PMI certification, such as potentially higher salaries and global recognition, and introduces some other PMI qualifications.
P3O (Portfolio, Programme and Project Offices) is a set of principles, processes and techniques to help organizations successfully establish support structures for projects, programs and portfolios. It provides models for portfolio, programme and project offices to strategically plan and support business changes. Implementing a P3O can align projects to strategic objectives, reduce costs by stopping non-beneficial initiatives, and improve delivery success. P3O qualifications test understanding of the framework and ability to apply it to project situations.
Programme management involves coordinating related projects to achieve strategic organizational change. The Managing Successful Programmes (MSP) framework provides principles and processes for effective programme management. It defines roles, governance, and the lifecycle from initial idea to benefits realization. MSP qualifications validate understanding of terminology, structure, and applying programme management skills. Training with Maven helps prepare for qualifications through materials, experienced trainers, and exam support.
Corporate storytelling can help bridge the gap between senior managers' strategic visions and workforce delivery of strategic goals. Stories have the power to motivate and inspire loyalty during periods of change when rational approaches are less effective. A corporate story is a narrative that instructs an audience and creates a memorable message to paint a compelling picture of the future, address current problems, and enable career advancement as organizations work to implement transformational change across all levels of staff.
This document discusses forming a project team and identifying the key roles needed. It describes a project as a unique, temporary endeavor undertaken to achieve a desired outcome. There are three main interests in a project - the business interest, user interest, and provider/supplier interest.
The document recommends having the following key roles to represent each interest: a sponsor/executive to represent the business interest; one or more senior users to represent the user interest; and one or more senior suppliers to represent the provider/supplier interest. It also recommends having a project manager to facilitate the work and manage the project day-to-day. Appointments to these roles should consider the individual's availability, competence, viewpoint, credibility, and
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
HR professionals guide to business transformation white paper Maven
This document discusses the growing demand for skills in business transformation and change management. It outlines that 84% of European managers are involved in business transformation initiatives every 6 months on average. There is high demand for transformation consultants and jobs requiring change management skills are growing. The document defines the key skills needed for successful business transformation, such as communicating objectives, ensuring staff understanding and acceptance of changes, and avoiding slippages in implementation. It also discusses qualifications available in change management from organizations like the CIPD, CMI and ACMP.
The client's business was requesting new systems and procedures from IT and operations without approval from senior managers, resulting in a lack of planning and oversight over multiple projects. To address this structural issue, Maven conducted a project maturity assessment comparing the client's current project management capabilities to best practices. Maven produced a report that identified improvements that could be implemented quickly to provide the client's executive team with clearer authorization over changes and expected results.
Maven was asked to provide training to senior managers on project, programme, and portfolio management. They developed a four week interactive training programme to help managers articulate changes and identify dependencies between projects. Discussions identified projects that would be better as a programme, but senior managers still lacked programme management understanding. Maven provided a specialist to bring projects together into a programme and mentor a project manager to become the programme manager over six months. As a result, the programme is now underway with several projects delivered and positive customer feedback received. The senior managers have learned to identify opportunities where programme management can help manage interdependent projects more effectively.
The head of business transformation at an insurance company found that over 80 IT systems and process improvement projects lacked defined business cases or benefits. Projects were approved based on who proposed them rather than strategic objectives. Individuals were assigned to up to 17 projects each. Maven assessed the organization's project management maturity as between zero and one. They created a prioritized project portfolio and identified resource gaps. A new governance framework was implemented for overall project control. Initially some struggled with the new framework prioritizing organizational needs over individual needs, but within months it was embedded. Senior management now have comprehensive visibility of initiatives and approve new ones based on agreed criteria,
A global charity hired Maven to develop a competency assessment model and training program for their project managers. Maven reviewed models from PMI and IPMA and created a shorter assessment based on the IPMA framework that could be used globally. They then created a range of tailored training courses for different project roles, including an overview course and more comprehensive training for project managers. The training program was rolled out globally and well received, and Maven further supported it by creating an internal website with course materials and project resources.
The client had 60 staff working on telecommunications projects but they lacked consistent project management skills despite training. Project delivery times varied depending on who was assigned. Maven conducted competency assessments of staff through interviews and observations. They reported recommendations to group skills, assign resources based on a new matrix, address gaps through training, and hire temporarily for critical gaps. As a result, project delivery times decreased, expectations could be set more realistically with customers, and new business revenue identification became more structured.
The Programme Director realized that existing project processes focused on delivery but provided little guidance for planning and implementing business changes. Discussions with managers found a low understanding of change management, with many believing changes were the sole responsibility of project managers. Maven developed a business transformation framework similar to the project framework in use. Workshops communicated a standard set of change activities that could be applied across projects and programmes, and participants took ownership of the outputs and creating their business change lifecycle. The framework has now been implemented across the organization and is becoming accepted practice, with reference to it appearing in other initiatives.
Maven was asked to develop a communications and stakeholder engagement program for a major manufacturer undergoing a business transformation. The program included workshops and courses at three levels: for senior managers to lead change, for managers to manage change implementation, and for impacted employees to understand and participate in changes. Participants created personal action plans to engage with changes. The program increased support for transformations in the finance department and will be rolled out to purchasing using maturity assessments.
Maven was commissioned by a large automobile company to assess how well it had managed a recent business transformation involving a change in ownership and new ERP system implementation. Maven interviewed key individuals using its Change Experience Checklist and produced a report summarizing its findings, including a baseline of the company's change management capabilities and recommendations to address in future change plans. The report provided division heads insight into staff perceptions and awareness of changes to help predict and manage resistance during an ambitious growth transformation program.
The client was not effectively realizing the benefits of its projects even though it had a project management methodology. Benefits were documented but not measured after projects went live, and no one was responsible for ensuring benefits were achieved. Maven devised an approach to benefits management for the client that relied on project and change managers working with business managers. Maven held workshops to explain the benefits management framework and identify activities needed within projects and businesses to define, measure, and achieve benefits. Maven also developed a guide on benefits management that is now used for training and discussions on projects to ensure benefits are realized.
Senior management at a large university knew there were issues delivering projects on time due to a lack of resources. Many projects were months late causing low customer satisfaction. An assessment found many initiatives underway without senior managers' awareness. In response, a governance framework was created including processes to escalate project requests to senior levels for visibility of resource usage and skills needed. Work was also done to reprioritize projects and communicate delays and improvement actions to sponsors.
This document provides guidance on managing a change initiative through a four step process: assessing the change, planning the change, implementing the change, and embedding the change. It identifies common mistakes in planning, communicating, and implementing change and provides solutions. Effective change management requires tailoring communication to different audiences, allowing flexibility in plans, and clearly defining roles and responsibilities for implementation.
PRINCE2 is a standardized project management method used worldwide. It provides structure and guidelines for project management in 7 principles, 7 themes, and 7 processes. The document discusses what PRINCE2 is, its benefits such as cost reductions and transparency, and qualifications like Foundation and Practitioner. Maven Training is an accredited PRINCE2 training provider that helps students understand how to apply PRINCE2, prepares them for certification exams, and ensures trainers have project experience.
The document provides an overview of the Project Management Institute (PMI) qualifications program. It describes the Certified Associate in Project Management (CAPM) and Project Management Professional (PMP) certifications, the requirements to sit for each exam, and how PMI training is delivered. It also summarizes the benefits of PMI certification, such as potentially higher salaries and global recognition, and introduces some other PMI qualifications.
P3O (Portfolio, Programme and Project Offices) is a set of principles, processes and techniques to help organizations successfully establish support structures for projects, programs and portfolios. It provides models for portfolio, programme and project offices to strategically plan and support business changes. Implementing a P3O can align projects to strategic objectives, reduce costs by stopping non-beneficial initiatives, and improve delivery success. P3O qualifications test understanding of the framework and ability to apply it to project situations.
Programme management involves coordinating related projects to achieve strategic organizational change. The Managing Successful Programmes (MSP) framework provides principles and processes for effective programme management. It defines roles, governance, and the lifecycle from initial idea to benefits realization. MSP qualifications validate understanding of terminology, structure, and applying programme management skills. Training with Maven helps prepare for qualifications through materials, experienced trainers, and exam support.