It is especially designed to automate and streamline IT services, help desk and customer support processes. Its also provides an integrated knowledge base with built-in customizable search feature for instant business intelligence features such as alerts, reports and emails.
This presentation was prepared to describe the concepts of 'Issue Management' in a humorous manner...Go through the presentation, understand how simple 'Issue Management' is and enjoy!!!
About the front page...well...that is my dog...MAX...isn't he cute :-)
Project Teams - people issues, roles, and responsibilitiesJohn Cachat
Project Managers
Consultants
Four types of Users
User Responsibilities
Sufficient Resources
Get in the game – this is not practice!
johncachat@hotmail.com
www.peproso.com
It is especially designed to automate and streamline IT services, help desk and customer support processes. Its also provides an integrated knowledge base with built-in customizable search feature for instant business intelligence features such as alerts, reports and emails.
This presentation was prepared to describe the concepts of 'Issue Management' in a humorous manner...Go through the presentation, understand how simple 'Issue Management' is and enjoy!!!
About the front page...well...that is my dog...MAX...isn't he cute :-)
Project Teams - people issues, roles, and responsibilitiesJohn Cachat
Project Managers
Consultants
Four types of Users
User Responsibilities
Sufficient Resources
Get in the game – this is not practice!
johncachat@hotmail.com
www.peproso.com
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries. (Part 4 of 11)
There is a handout to go with this presentation, a sample Watsan stakeholder analysis: http://www.slideshare.net/Makewa/4-watsan-stakeholder-analysis-jan091
Managing Interdependencies in Complex OrganizationsNicolay Worren
Presentation held at the Organization Design Forum conference in the US, 2006.
For more on this and related topics, see my blog http://www.organizationdesign.net
Lecture on project governance and failure presented to a Master’s level class in strategic project management at University College London on March 25-26, 2009. The class was led by Dr. Andrew Edkins, UCL Senior Lecturer.
I blogged about this on ZDNet: http://blogs.zdnet.com/projectfailures/?p=2528
Presentation made to top executives seeking to understand how to increase their ROI on IT investments. based on principles developed in my book, "The Ultimate Guide to the SDLC." http://www.ultimatesdlc.com/
The first stage of this is brainstorm who your stakeholders are. The next step is to prioritise them by power and interest, and to plot this on a Power/Interest grid. The final stage is to get an understanding of what motivates your stakeholders and how you need to win them around.
The Agile Alliance has Stated in their ManifestoGlen Alleman
The Agile Alliance has stated in their manifesto, principles by which a process would be considered agile. These principles provide useful guidelines for evaluating a specific process as to its suitability to be considered agile. Like previous manifestos, there is some sense of political challenge to the establishment. Here's an assessment of those principles.
If I Knew Then What I Know Now: Problem Management
Jayne Groll, ITSM Academy Co-Founder, #ITSM_Jayne, http://www.jayneexplains.blogspot.com/
A retrospective on common Problem Management implementation challenges and tangible ideas for correcting them.
AASHE 2014 Mind Mapping: A Systems Thinking Application for Change ManagementMieko Ozeki
A pre-conference workshop, co-facilitated at AASHE 2014 by Mieko Ozeki and Jenna Ringelheim. A growing number of students, faculty, and staff are increasingly concerned about their environmental impacts and demand immediate action to be taken. Despite good intentions, these same people can act in haste rather than strategically implementing a long term solution. This session will guide participants through the process of mind mapping, based on the frameworks of systems thinking, design thinking, and project management, to identify opportunities for collaboration and mitigating/managing risk. Workshop participants will learn about the process of mind mapping, a technique for visually diagramming information. They will be given an example of how a campus applies this technique to looking at a specific issues, develop and implement an action plan during the session. Mind mapping is a strategic planning process for implementing sustainability into institutional operations, academics, and planning, administration, and engagement. It applies systems thinking, design thinking, and project management. Participants will draft a mind map, scope statement, and task list that focuses on a current issue he/she is working on at their institution. The workshop provides sustainability officers with the space and time to think and construct a strategy for addressing an issue on campus. The workshop time is 15% presentation and 85% discussing/constructing a mindmap with partners. Be prepared for this work session and bring two problems we can work on together through this process.
UCISA Major Project Governance Assessment ToolkitMark Ritchie
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The UCISA Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the key governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The toolkit can be used as a reference point and checklist for any project.
This presentation is from the UCISA15 conference in Ednburgh and may be useful for any organisation wishing to adopt the toolkit.
Towards a Systemic Design Toolkit: A Practical Workshop - #RSD5 Workshop, Tor...Koen Peters
Namahn (BE), a human-centred design agency, and shiftN (BE), a futures and systems thinking studio from Brussels, are developing a Systemic Design Toolkit combining the methodologies of both practices. The toolkit is currently piloted with the EU Policy Lab of the European Commission’s Joint Research Centre. The toolkit is structured as a suite of discrete thinking-and-doing instruments, to be applied selectively, sequentially and iteratively. The purpose of this toolkit is to enable co-analyses of complex challenges and co-creation of systemic solutions mode with users and other stakeholders This workshop aims to exchange insights between participants and facilitators in a hands-on, case-based format.
Workshop presenters are: Philippe Vandenbroeck, Kristel Van Ael, Clementina Gentile (@clementina_g) and Koen Peters (@2pk_koen)
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries. (Part 4 of 11)
There is a handout to go with this presentation, a sample Watsan stakeholder analysis: http://www.slideshare.net/Makewa/4-watsan-stakeholder-analysis-jan091
Managing Interdependencies in Complex OrganizationsNicolay Worren
Presentation held at the Organization Design Forum conference in the US, 2006.
For more on this and related topics, see my blog http://www.organizationdesign.net
Lecture on project governance and failure presented to a Master’s level class in strategic project management at University College London on March 25-26, 2009. The class was led by Dr. Andrew Edkins, UCL Senior Lecturer.
I blogged about this on ZDNet: http://blogs.zdnet.com/projectfailures/?p=2528
Presentation made to top executives seeking to understand how to increase their ROI on IT investments. based on principles developed in my book, "The Ultimate Guide to the SDLC." http://www.ultimatesdlc.com/
The first stage of this is brainstorm who your stakeholders are. The next step is to prioritise them by power and interest, and to plot this on a Power/Interest grid. The final stage is to get an understanding of what motivates your stakeholders and how you need to win them around.
The Agile Alliance has Stated in their ManifestoGlen Alleman
The Agile Alliance has stated in their manifesto, principles by which a process would be considered agile. These principles provide useful guidelines for evaluating a specific process as to its suitability to be considered agile. Like previous manifestos, there is some sense of political challenge to the establishment. Here's an assessment of those principles.
If I Knew Then What I Know Now: Problem Management
Jayne Groll, ITSM Academy Co-Founder, #ITSM_Jayne, http://www.jayneexplains.blogspot.com/
A retrospective on common Problem Management implementation challenges and tangible ideas for correcting them.
AASHE 2014 Mind Mapping: A Systems Thinking Application for Change ManagementMieko Ozeki
A pre-conference workshop, co-facilitated at AASHE 2014 by Mieko Ozeki and Jenna Ringelheim. A growing number of students, faculty, and staff are increasingly concerned about their environmental impacts and demand immediate action to be taken. Despite good intentions, these same people can act in haste rather than strategically implementing a long term solution. This session will guide participants through the process of mind mapping, based on the frameworks of systems thinking, design thinking, and project management, to identify opportunities for collaboration and mitigating/managing risk. Workshop participants will learn about the process of mind mapping, a technique for visually diagramming information. They will be given an example of how a campus applies this technique to looking at a specific issues, develop and implement an action plan during the session. Mind mapping is a strategic planning process for implementing sustainability into institutional operations, academics, and planning, administration, and engagement. It applies systems thinking, design thinking, and project management. Participants will draft a mind map, scope statement, and task list that focuses on a current issue he/she is working on at their institution. The workshop provides sustainability officers with the space and time to think and construct a strategy for addressing an issue on campus. The workshop time is 15% presentation and 85% discussing/constructing a mindmap with partners. Be prepared for this work session and bring two problems we can work on together through this process.
UCISA Major Project Governance Assessment ToolkitMark Ritchie
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The UCISA Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the key governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The toolkit can be used as a reference point and checklist for any project.
This presentation is from the UCISA15 conference in Ednburgh and may be useful for any organisation wishing to adopt the toolkit.
Towards a Systemic Design Toolkit: A Practical Workshop - #RSD5 Workshop, Tor...Koen Peters
Namahn (BE), a human-centred design agency, and shiftN (BE), a futures and systems thinking studio from Brussels, are developing a Systemic Design Toolkit combining the methodologies of both practices. The toolkit is currently piloted with the EU Policy Lab of the European Commission’s Joint Research Centre. The toolkit is structured as a suite of discrete thinking-and-doing instruments, to be applied selectively, sequentially and iteratively. The purpose of this toolkit is to enable co-analyses of complex challenges and co-creation of systemic solutions mode with users and other stakeholders This workshop aims to exchange insights between participants and facilitators in a hands-on, case-based format.
Workshop presenters are: Philippe Vandenbroeck, Kristel Van Ael, Clementina Gentile (@clementina_g) and Koen Peters (@2pk_koen)
The Seven Enablers & Constraints Of IT Service Management - Research Update 2011Pink Elephant
This paper represents an update to research into the critical success factors for ITSM projects Pink Elephant undertook in 2008. The findings of this paper examines each of the seven enablers and provides insight into their relative importance and impact on ITSM projects based on Pink Elephant’s research and our experience over the past 14 years.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
ISG: TechChange Presentation on M&E MIS SystemsMichael Klein
The pressure to get Monitoring & Evaluation (M&E) “right” in today’s high-tech and data-hungry world can prove daunting for any organization. Many organizations track their results quite well without sophisticated tools. However, M&E systems may make sense for cases of accountability and efficiency.
So what does the process of adopting an M&E IT system look like? Mike Klein, director of ISG, explained for the TechChange class on Technology for Monitoring and Evaluation.
The mythical man month was first published in 1975, and I am amazed how relevant it is today even after so many advanced in technology. The book and my course at MIT encouraged me to define the principles of architecture for my reference.
The Systems Development Life Cycle Moderate and large firms with uni.pdfarwholesalelors
The Systems Development Life Cycle Moderate and large firms with unique information needs
often develop information systems in-house. That is to say that information technology (IT)
professional within the firm design and program the systems. A greater number of smaller
companies and large firms with relatively standardized information needs opt to purchase
information systems from software vendors. Both approaches represent significant financial and
operational risks. a model for reducing this risk through careful planning, execution, control, and
documentation of key activities.
The five phases of this model are:
1) Business Needs and Strategy
Systems Strategy –Assess Strategic Information Needs –Develop a Strategic Systems Plan
–Create an Action Plan
2) Project Initiation –
Systems Analysis –Conceptualization of Alternative Designs –Systems Evaluation and Selection
3.) In-House Systems Development –Construct the System –Deliver the System
4). Commercial Packages –Trends in Commercial Packages –Choosing a Package
5) Maintenance and Support
The participants in systems development can be classified into three broad groups: systems
professionals, end users, and stakeholders. Systems professionals are systems analysts, systems
designers, and programmers. These individuals actually build the system. They gather facts
about problems with the current system, analyze these facts, and formulate a solution to solve the
problems. The product of their efforts is a new system. End users are those for whom the system
is built. Many users exist at all levels in an organization. These include managers, operations
personnel, accountants, and internal auditors. In some organizations, it is difficult to find
someone who is not a user. During systems development, systems professionals work with the
primary users to obtain an understanding of the users’ problems and a clear statement of their
needs. As defined in Chapter 1, stakeholders are individuals either within or outside the
organization who have an interest in the system but are not end users. These include accountants,
internal auditors, external auditors, and the internal steering committee that oversees systems
development.
Cost/Time Analysis:
As stated before, the cost/time analysis is an attempt to calculate to what degree the project and
system will meet the objectives. The SDLC must address two topics in its support of this area:
the scope of the analysis and the algorithm for doing it. Cost/Benefit Scope The benefit side of
the analysis should be expressed in quantitative terms wherever possible. Qualitative or
intangible benefits usually are reflections of poorly analyzed tangible benefits. The SDLC should
support the process of quantifying all benefits. On the costs side, the SDLC must address
development costs, installation costs and ongoing operational costs. In doing these calculations it
should differentiate between capital costs and expense costs. Cost/Benefit Algorithm The method
of calcu.
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
What systems thinking can offer portfolio, programme & project managers, 19 October 2017
1. What Systems Thinking Can
Offer Portfolio, Programme &
Project Managers
SWWE Branch, USW Newport,
19 October 2017
David Cole, ST SIG
2. Agenda
Why Do We Need Systems Thinking?
What Is Systems Thinking?
How Can Systems Thinking Help Portfolio,
Programme & Project Management?
Case Study.
Conclusion.
2
3. Why do we need systems thinking?
The reductionist approach … good for ‘simple’ projects.
Most modern projects are more ‘complicated’.
Many projects are harder still or ‘complex’.
3
Systems Thinking:
Helps identify where interventions will have the greatest impact; not
just straight away, but over time.
Keeps the bigger picture in mind, and considers all stakeholders.
Complements top-down thinking.
Useful for almost all projects … essential for complex projects.
4. Benefits from systems thinking
Better problem definition:
Understand ‘system’, its environment and behaviour.
Anticipate dynamic complexity and emergent behaviour.
More effective solutions:
By making assumptions explicit, risks can be better identified,
assessed and managed.
Unintended consequences addressed before implementation.
Facilitates contribution and buy-in from stakeholders:
Develop a shared understanding of the problem.
Effectively communicates problems and proposed solutions.
4
5. Examples of success
In the Private Sector, application of Systems Thinking:
Significantly reduced supply chain costs.
Enabled a software company to change its culture for launching new
products.
In the Public Sector, application of Systems Thinking:
A hospital significantly reduced delayed discharges of elderly
patients.
Three local councils improved services and reduced costs.
5
6. Agenda
Why Do We Need Systems Thinking?
What Is Systems Thinking?
How Can Systems Thinking Help Portfolio,
Programme & Project Management?
Case Study
Conclusion
6
7. Defining systems thinking
A 'system' is 'a combination of interacting elements organised to
achieve one or more stated purposes.‘ (INCOSE SE Handbook)
Systems Thinking purpose definition (Peter Senge, the Fifth Discipline):
'Systems Thinking is a discipline for seeing wholes rather than parts, for
seeing patterns of change rather than static snapshots, and for understanding
the subtle inter-connectedness that gives (living) systems their unique
character.‘
Systems Thinking operational definition:
Systems thinking uses a set of approaches and tools to help explore and map
dynamic complexity.
7
8. The systems thinking ‘Iceberg’
Events
(What is Happening?)
PatternsOf Behaviour
(What are the trends over time?)
SystemStructure
(How are the parts related?
What influences the patterns?)
Mental Models
(What values, assumptions, beliefs shape the system?
‘Waterline’
8
9. Systems thinking approaches (1)
Focus on effectiveness not efficiency. Resist
the urge to come to quick conclusions.
Understand the Bigger Picture.
Recognise that a system's structure
generates its behaviour.
9
10. Systems approaches (2)
Make assumptions explicit and test
them.
Change perspective to increase
understanding.
Appreciate that mental models define
current reality and expected futures.
10
11. Systems thinking tools (1)
Fishbone diagrams Rich pictures
Diagrams
Method
Events
(What is Happening?)
Patterns Of Behaviour
(What are the trends over time?)
System Structure
(How are the parts related?
What influences the patterns?)
Mental Models
(What values, assumptions, beliefs shape the system?
Waterline
Define
Design&Develop
Test
Deploy
Operate
Feasibility Requirements
Level1 Design Level2 Design Level3 Design (CDR)
Test Readiness
Operational Readiness
Planning Sprint
Sprint Planning
Operate
Sprint
Operate
Sprint
Operate
Sprint Review
Sprint Planning Sprint Review
Sprint Planning Sprint Review
Sprint
Operate
Sprint Planning Sprint Review
Close
Feasibility
11
15. Agenda
Why Do We Need Systems Thinking?
What Is Systems Thinking?
How Can Systems Thinking Help Portfolio,
Programme & Project Management?
Case Study
Conclusion
15
16. Systems Thinking Supports Portfolio, Programme &
Project Management to:
Identify and define the right portfolio/ programme/ project:
Understanding the problem and its context enables the full scope to be
defined/ documented.
Greater stakeholder engagement gives better shared understanding of the
problem and solution requirements and increases commitment.
Implement the portfolio/ programme/ project right:
Planning anticipates problems and copes with complexity, leading to more
accurate status statements.
Risk planning and mitigation is more comprehensive, increasing confidence in
the forecast final schedule/ cost.
Stakeholders and their viewpoints are identified to improve Governance.
Their roles and responsibilities can be identified in context.
Maximise Outcomes/ Outputs and minimise unintended consequences.
Unintended consequences are identified and can be avoided/ mitigated.
Transition, acceptance and handover are improved by ensuring requirements/
features are not missed.
17. How Can Systems Thinking Help Portfolios?
‘Portfolio management is the selection, prioritisation and control of an
organisation’s projects and programmes in line with its strategic
objectives and capacity to deliver.’
Systems Thinking can help portfolio management with:
Alignment with organisational (strategic) objectives.
Portfolio relationships and dependencies with external elements.
Defining portfolio governance.
Assessing changes/ additions to/ deletions from the portfolio.
Identification and prioritisation of further objectives.
Assessment of what went well and what needs improving (and why)
to increase organisational capability/ productivity.
18. How Can Systems Thinking Help Programmes?
‘Programme management is the coordinated management of projects
and change management activities to achieve beneficial change'
Systems Thinking can help programme management with:
Definition of programme scope and objectives.
Dependencies between programme and external elements.
Identifying impacts on Stakeholders.
Transition planning.
Impact of internal/ external changes on the programme.
Assessment of what went well and what needs improving (and why)
to increase organisational capability and productivity.
19. How Can Systems Thinking Help Projects?
‘Project management is the application of processes, methods,
knowledge, skills and experience to achieve the project objectives.'
Systems Thinking can help project management with:
Definition of project scope and objectives.
Dependencies between project internal and external elements.
Identifying impacts on Stakeholders.
Transition planning.
Assessment of what went well and what needs improving (and why)
to increase organisational capability and productivity.
Assessment and diagnosis of failing projects.
20. Agenda
Why Do We Need Systems Thinking?
What Is Systems Thinking?
How Can Systems Thinking Help Portfolio,
Programme & Project Management?
Case Study
Conclusion
20
21. Portsmouth Council Case Study: Background
Taken from: Wales Audit Office, Systems Thinking Case Studies Report, Systems Thinking In
The Public Sector, January 2010. Lean Enterprise Research Centre.
http://www.leanenterprise.org.uk/lean-research/systems-thinking-cases.html.
Unlike many local authorities, Portsmouth City Council housing management service retains
direct ownership and management of its housing stock:
Over 17,000 tenanted and leasehold dwellings, representing 18% of tenures in the city.
The department has an operational budget of £80 million and a staff of ~600 people.
In July 2006, the Audit Commission rated the council as doing very well:
The Housing Service rated as three out of four on the council’s Comprehensive Performance
Assessment scorecard and achieved Beacon status.
The repairs and maintenance service was rated as a ‘good 2 star service, with promising
prospects for improvement’.
The Head of Housing Management was regularly accosted by local councillors telling him their
surgeries were full of residents complaining about waiting for repairs to their council houses:
Contrary to the council’s survey indicating 98% of residents were happy with the service.
The council’s KPIs showed repairs were being carried out within budget and within the time
targets as specified centrally and measured by the Audit Commission.
The Head of Housing Management decided to investigate further:
Discussions with colleagues led to attendance at a Systems Thinking course and the decision
to apply Systems Thinking to the council’s housing repairs service.
22. Portsmouth Council Case Study: Benefits Realised
Aspect Old System Redesigned System
Purpose •Manage all activity in order to meet
the targets and keep down costs.
•Do the right repair at the right time.
Measures •Average 24 days for repairs. •Average of 6.9 days to fix the originally reported repair.
•11.2 days to fix all repairs identified at the property.
Failure demand •60% •(In 2010) currently running at ~14% for repairs.
Customer
satisfaction
•Old MORI measures ran at 98%.
•True satisfaction 60% (as measured by
redesign).
•Repairs service has been recorded at an average of 9.9
out of 10 for past 6 months (2010).
Costs •Costs per job fell by 7% through the redesign.
•Savings from the planned maintenance budget more than funded increase in reactive repair cost.
•Repair costs have also fallen year‐by‐year.
Supply Chain •Dramatic results were achieved in supply chain organisations who adopted systems thinking.
•One contractor discovered they had no measures to help them learn and improve their business.
Organisational
Performance
•Increased capacity using the same staff: moving from a mean of 85 to 225 jobs per day.
•Additional work taken on from other council contractors.
Additional
Benefit
•Impact on the ‘Green and Clean’ service (which has a focus of removing bulk refuse quickly):
Hampshire Fire and Rescue wrote to the Council saying it had noticed a dramatic reduction in
fires on estates. They didn’t know what the council had done, but it was working!
Taken from: Wales Audit Office, Systems Thinking Case Studies Report, Systems Thinking In The Public Sector, January 2010.
Lean Enterprise Research Centre, http://www.leanenterprise.org.uk/lean-research/systems-thinking-cases.html.
23. Portsmouth Council Case Study: Project Approach
‘Check’ (Define the As-Is to understand the problem and its causes):
System Purpose: The team gained insight into customer requirements by listening in on
phone demands in the call centre and talking with residents at reception counters.
Demand: The team gained understanding of demand by listening to calls and observing at
reception counters.
Capability: Statistical process charts demonstrated the capacity of the system. Predictably
and reliably, it took 98 days to complete a repair, with a mean of 24 days.
Flow: The flow of work was mapped from the initial request to completion of the task.
‘Plan’ (Define & understand the To-Be solution):
The team agreed the ‘value’ steps in the process were (from the customer’s perspective):
i) ensuring access to the property; ii) diagnosis of the problem; iii) repair completion.
By experimenting with new ways of delivering repairs, further ways to improve were
discovered (e.g. responsive working enables the council to not only satisfy its customers but
also proactively look after its housing stock to prevent future maintenance issues).
‘Do’ (Implement the solution):
The council’s intervention led contractors that provide housing operatives to also
acknowledge some of the problems within their own organisations.
The council subsequently required all its housing contractors to become systems thinking
organisations. One did not and as a consequence did not have its contract renewed.
Taken from: Wales Audit Office, Systems Thinking Case Studies Report, Systems Thinking In The Public Sector, January 2010.
Lean Enterprise Research Centre, http://www.leanenterprise.org.uk/lean-research/systems-thinking-cases.html.
24. Portsmouth Council Case Study: ST Application
Events:
‘Value’ (Event) demands were “I need something fixed.” ‘Failure’ (Event) demands were
“You’ve been to repair, but it’s not finished.” Failure demand was 60% of all demands.
The council’s survey (Event) results said 98% of residents were happy with the service they
received (based on whether workmen were friendly, and cleaned up after them).
Patterns of Behaviour:
Rather than being unpredictable (as initially assumed) analysis of Events showed that
demand was very predictable by time of year, month and day.
Trades-peoples’ behaviour was driven by each ‘patch’ having a set monthly spend, so repairs
were only undertaken on the problem reported, not any others found.
System Structure:
Analysis of the system’s capability to deliver showed that none of the measures related to its
purpose, but to activity, budgets or performance against centrally specified KPIs.
Repairs were only undertaken on the problem reported. Analysis showed this was a false
economy. Some repairs were undertaken multiple times.
Mental Models:
The system purpose was redefined from “Manage all activity in order to meet the targets
and keep down costs” to “Do the right repair at the right time”.
Rather than regarding skilled staff as a scarce resource to be guarded, early intervention by
skilled staff reduced costs and reduced further calls on the service, thus reducing waste.
The team realised it is better to fix everything which may need fixing at the same time. To do
this they must trust their trades-people, which the old system did not.
Taken from: Wales Audit Office, Systems Thinking Case Studies Report, Systems Thinking In The Public Sector, January 2010.
Lean Enterprise Research Centre, http://www.leanenterprise.org.uk/lean-research/systems-thinking-cases.html.
25. Agenda
Why Do We Need Systems Thinking?
What Is Systems Thinking?
How Can Systems Thinking Help Portfolio,
Programme & Project Management?
Case Study
Conclusion
25
26. Summary
System Thinking provides a discipline to address problems that cannot be
easily tackled using a traditional Top-Down decomposition. These
problems are often complex, uncertain and/or interconnected.
Systems Thinking provides a framework for seeing wholes, comprising:
Approaches to understand and frame dynamically complex problems.
Diagram tools to explore and map dynamic complexity.
Method(s) to coherently apply the approaches and tools.
Systems Thinking can be applied at portfolio, programme and/or project
levels, and across the life-cycle to:
Identify and define the right portfolio/ programme/ project:
Implement the portfolio/ programme/ project right:
Maximise Outcomes/ Outputs and minimise unintended
consequences.
27. Conclusions
Systems Thinking does not replace Top Down Decomposition
Systems Thinking enables consideration of system elements, structures,
interactions and mental models. Leverage increases the further though
this list
Understanding complex systems requires multiple perspectives/ contexts.
Systems Thinking is not a short-cut. Benefit is realised when the Systems
Thinking principles and tools are thoughtfully and fully applied.
28. References & Further Reading
References
Thinking In Systems A Primer, Donella Meadows, Chelsea Green Publishing, 2008.
The Fifth Discipline: The art and practice of the learning organizations, Senge, P. (1990). Doubleday.
Systems thinking, systems practice. Checkland, P. (1981), Chichester, NY: Wiley.
Wales Audit Office, Systems Thinking Case Studies Report, Systems Thinking In The Public Sector, Lean
Enterprise Research Centre, http://www.leanenterprise.org.uk/lean-research/systems-thinking-cases.html.
INCOSE, 'Systems Engineering Handbook, A guide for system life cycle processes and activities', v3.2.2, 2011.
Reducing Supply Chain Costs, David Peter Stroh, Applied Systems Thinking 2007.
Improving New Products Launch, Michael Goodman, Applied Systems Thinking 2007,
http://appliedsystemsthinking.com/supporting_documents/CaseExample_MG.pdf
Systems Thinking Websites
The Systems Thinker, https://thesystemsthinker.com
https://systemspractitioner.com/
APM/ INCOSE ST SIG Website
https://www.apm.org.uk/community/systems-thinking-sig/
29. APM/ INCOSEUK Systems Thinking SIG
Email: From the APM Systems Thinking SIG Webpage
https://www.apm.org.uk/community/systems-thinking-sig/
Twitter: @APMSTSIG
LinkedIn: https://www.linkedin.com/company/association-for-project-
management?trk=cws-cpw-coname-0-0