Learning is like picking up golden nuggets in a fast-running stream. All of a sudden you’re holding something real and of timeless value. It’s a thing of beauty, but it’s what you do with it that matters.
When we prepare a learning experience, we need to take account of the context within which the learning will be applied. Our courses develop people’s ability to sense, think, plan and deliver; to interpret each situation on its own merits.
Learning by doing is a major part of this. Our learning tools reinforce this capability and our support activities help to provide the actions and energy to turn skills into worthwhile results.
Our training covers project management, leadership competencies, team development, risk attitude, sales techniques, constructive negotiation, supplier management, intercultural awareness, business analysis, customer focus, agile development, project sponsorship and project enterprise management.
Stories are part of our collective memory. A story told is an opportunity to pass learning from one person to the next and onwards through the years. Stories prevent learning from being lost and help us to share what works.
Here are some stories from management, and especially project management.
You are here for a reason.
You may be looking for help with skills development, ideas to improve business results, a tool to use in a team workshop, or simply a story that will help to move things along.
We would like you to contact us and we want to ¬†make the contact easy for you.¬†
For what other purpose would we make a web site for you to visit ?
If you have any questions, you can get in touch ¬†by filling in this¬†Contact form
Ian Stokes is PMP certified with the Project Management Institute (PMI), and an Agile PM DSDM Atern certified trainer, practitioner and examiner.
At present, he is launching a catalogue of agile training courses and also a CAPM¬†certification training program¬†with Business Schools in France, and has recently completed a publication on Project Management¬†for Research and Product Development.
He can be contacted on the following mobile phone¬†number¬† +33 6 81 76 55 39
Here are some brainteasers, thinking exercises and puzzles that reveal things about the way we think. Cognitive psychology, crowd theory, (ir)rationality, the way the brain processes and stores information; there is much to discover inside ourselves.
These insights may help you in your day to day activities and allow you to think differently about the world, to get to know yourself, as well as to increase your understanding of others.
Agile DSDM Atern
ATERN is a dynamic industry standard for agile evelopment that is business driven. It concentrates on strategic goals and incremental delivery of real business benefits while keeping control of cost, risk and quality. Business agility is enabled through the encouragement of self-directed, empowered teams working together in a supportive and collaborative manner.
The DSDM/Atern web site
Four people in a bar
We find it easier to interpret information that is formatted in a way that plays to our intuition.¬†¬†Our minds are actually quite good at detecting cheats.¬† It's an important survival instinct.¬†¬†This problem is surprisingly difficult until we reduce its abstraction and make it relate to the kind of situation for which we are wired.¬†¬†You'll see it first in¬†its abstract version, and then in¬†its real world example.¬†
Magic cards and Roman numerals
Three optical illusions
Do you like optical illusions ?¬† Don't worry, these are not hard on the eyes.
Leadership is like an open book, because we all see it in action throughout our lives. Communicating a vision, developing a sense of purpose, managing conflicts, building a team, facilitating change, demonstrating integrity, interpreting events, inspiring action, all of these skills can be developed. Real leadership skills are like any others - they take years of practice. Even charismatic leadership and the arts of being a successful follower are full of facets that can be learned and put into practice.
Risk Attitude could equally be termed survival skills. The attitude provides the motivation. As well as developing a structured approach to risk management through the steps of identification, analysis and articulation, qualification, quantification and prioritization, defining, implementing and managing actions, this course explores some of the cognitive, behavioural and systemic complexities that are part of a risk attitude.
Selling is like the window of the enterprise onto the world; except it never goes out of fashion. Our sales approach is based on relationship selling. Perhaps the most important skill of all is empathy. In sales this means developing a genuine understanding for the customer’s business and personal objectives. And above all we recognize that the buying cycle is at least as important as the selling cycle.
World class supplier management is not just a beauty contest. It’s more like an alliance that has to work over a long period of time. Thus both parties must strive to create a climate that will enable the other party to create the conditions that will allow them both to optimize their joint value chain and shared sub-processes. They are mutually interdependent partners. The reality is that opportunities for improvement when trust exists and information can be shared are almost too large to measure.
Management games are a way for people to enjoy their learning, while at the same time the learning becomes more memorable. When people think about what has happened and resolve to change the way they behave in the future, then the learning translates into something more permanent. Management games are also great for teamwork, and for discovering what works.
Bazalgette and the building of London‚Äôs sewers
The "Big Stink" was a time in the summer of 1858 when the smell of untreated sewage almost overwhelmed the people of central London. Until then, London people had relied for their water on shallow wells. Water was also carried from the Thames and seeped from the Thames into the wells. The Thames contaminated with outflows from toilets, abattoirs and industrial waste was a severe health hazard. Cholera was rife.
The Metropolitan Board of Water accepted a scheme from Joseph Bazalgette and within 6 years the problem was cured. The rate of cholera in London, previously the highest in the world, went down to zero. Remarkably, Bazalgette took the long term view. His words were that since this was only going to be done once, it should be done well. And he proposed a doubling of the size of the sewage channels.
One hundred years later, without this extra capacity, London would have been flooded. Bazalgette was quite a visionary. He invested more in the poorer quarters of London than in the richer residential areas; and this in the time of Dickens.
Two generations previously Joseph Bazalgette’s grandfather had emigrated to America from a lonely hamlet on the Causse de Sauveterre above Ispagnac in the Gorges du Tarn in Central France.
He fought the British with the Marquis de Lafayette, before emigrating to England and becoming the Prince Regent's tailor. The English are very forgiving ;-) and were well paid back. Son John Bazalgette became a colonel in the British army.
More generations downstream and a descendent of the family is the creator of the Big Brother reality TV show. Sometimes you need to take the long term view !
Robotic arm is key to improved project schedule
Although the European space-plane project was a magnificent dream, it never came to fruition. Nevertheless, at one time it occupied talented space engineers from 20 countries. At the end of every month they would review the status in a meeting with representatives from many of the leading European aerospace companies.
The "success-oriented" timeline already seemed challenging. Two planners worked late one night before a critical meeting. One Flemish, sceptical, the other British, ironic, from the country that called the project ‘a cuckoo in a nest.’ Perhaps, it was inspiration, perhaps pure caprice that made them modify the project schedule in the last fifteen minutes before going back to their hotels.
At the meeting the next day, the schedule showed the development of the robotic arm linking into the milestone for the first unmanned launch, instead of integartion of this sensitive instrument being programmed for the third launch six months later. There was uproar in the meeting: “You are going to burn our robotic arm”, erupted the work package manager. A few seconds later: “No, this is good; we can study the cabin configuration in this way.”
A heated discussion ensued. The end result: a model of the robotic arm was planned for the first launch, together with much of the documentation which had been previously put back until the third launch. Three months had been saved on the tightest of schedules.
When we each work in our own separate ways
Here is a fun look at what happens when we fail to cooperate across departments ...¬†and what we¬†can do about it¬†!
A workshop conjures up a magical aura, a fantasia of posters and maps, icebreakers and brainteasers. Sometimes, a workshop will be the crucible of decision-making at the heart of a tightly mapped project or a pressing crisis. Most workshops are okay, even pretty satisfactory. But a brilliant workshop can have a massive impact and furthermore can result in decisions that deliver. There’s an abundance of techniques, but what you need is a method that works for your organization. Our approach to facilitated workshops is to assist you to build a framework enabling an elastic and supple approach. Because once you get into a workshop, you can never tell what will happen, you have to be prepared for anything.
Formation en analyse m√©tier et √©tude entreprise
Apprendre à construire un ‘business case’ approprié pour gérer le développement d'un produit, processus, système ou service, analyser la situation actuelle et la solution à développer et réussir la mise en œuvre de la solution
La création d'un business case appropriée et la gestion de sa mise en œuvre est essentielle au bon développement de produits, de programmes et la réalisation des avantages recherchés. Souvent négligé ces compétences sont devenues essentielles pour le dialogue qui doit avoir lieu entre les acteurs de l’organisation à différents niveaux, entre disciplines, ainsi qu’entre la technologie et la logique commerciale.
Le cours s'adresse à des personnes qui sont responsables pour l'analyse affaires, la construction et la gestion d'un ‘business case’ ou justification de projet, la définition des besoins, la modélisation et la conception des solutions produits, processus, systèmes et services, soit dans une fonction d’encadrement direction ou dans une capacité de développement.
♦ Présenter une démarche pour gérer la livraison d’un produit, processus, système ou service basée sur une analyse métier adéquate et un ‘business case’ convenable
♦ Développer la compréhension des compétences qui sont utiles pour l'analyse des affaires, la conception de produits, la modélisation d'affaires et la gestion des cas métiers
♦ Stimuler la motivation des participants pour la gestion d’un ‘business case’ afin de fournir des produits, des processus, des systèmes et des services de qualité
Ian Stokes a une grande expérience en management de projet et en analyse affaires dans de nombreux secteurs industriels où le changement et l'innovation sont des facteurs clés. Il a été consultant, animateur, analyste d'affaires et gestionnaire de projet, directeur des méthodes et la qualité, et formateur au sein de grandes et petites entreprises.
Identifier les éléments essentiels d’un ‘business case’, d'une analyse métier et de modélisation métier
- Importance et objectifs d’un ‘business case’
- Nature et définition de l'analyse affaires
- Schéma global et des options en modélisation métier
Initier et élaborer le ‘business case’
- Mettre en place une vision pour le projet
- Évaluer les avantages globaux et estimer l’enveloppe des coûts
- Identifier les avantages quantitatifs et qualitatifs
- Solliciter le soutien des parties prenantes
Élaborer des estimations compréhensives, depuis les plus générales jusqu’aux plus précises
- Ordre de grandeur et estimation pifométrique
- Analogique et estimations paramétriques (y compris des points de fonction)
- Collecte et utilisation des données historiques
Analyser et gérer les risques
- Définir et planifier la gestion des risques
- Identifier, analyser avec créativité et articuler les risques
- Analyser, qualifier et prioriser les risques
- Quantifier les risques et décider sur un plan d’actions
- Gérer l’évolution des risques
Gérer les attentes des parties prenantes et la réalisation des avantages
- Effectuer l'analyse des parties prenantes (influence, l'impact et le degré de soutien)
- Élaborer un plan de communication aux parties prenantes
- Engager les décideurs, les mobiliser et les inciter à respecter leurs engagements
- Etablir un tableau de bord équilibré avec des indicateurs de performance clés
Définir les besoins pour un nouveau produit, procédé, système ou service
- S'entendre sur les critères de qualité et de définir un plan de qualité
- Evaluer les besoins métiers, utilisateurs, fonctionnels et techniques
- Formaliser et prioriser les besoins, afin de garantir l’adhésion et la traçabilité des besoins
Effectuer l'analyse et la modélisation des processus
- Savoir définir un processus et comprendre son début et sa fin, les entrées et les sorties
- Identifier les scénarios actuels et à venir, et analyser l’écart entre eux
- Elaborer la compréhension des processus étape par étape (acteurs, événements, flux, données)
- Appliquer la méthode des récits d'utilisateurs, des cas d’utilisation et la voix du client
Effectuer l'analyse et la conception des produits
- Se focaliser sur l'expérience utilisateur et appliquer les principes d’ergonomie
- Comprendre les différents modèles de conception et les principes d'une bonne conception
- Produire une cartographie des technologies pour bâtir une architecture résiliente
Piloter à l'aide de techniques agile et dynamique
- Spécifier des prototypes avec des critères de validation et de vérification
- Planifier avec l’aide de durées limitées et un arrière de produits prioritaires
- Identifier les rôles qui sont adaptées à un pilotage axé sur le contenu et les produits
Utiliser la méthode d’ateliers facilités pour améliorer la prise de décision
- Planifier, préparer, structurer et organiser les ateliers avec souplesse
- Pratiquer la résolution créative de problèmes et des techniques de prise de décisions
- Gérer les résultats de l'atelier par une approche axée sur les résultats
Développer une approche fiable pour les tests
- Définir la stratégie de test et des cas de tests
- Insister sur des mesures valables de qualité, de gestion des risques et de performance
- Mettre en place un état d’esprit destiné à augmenter le rendement des tests
- Développer la connaissance d’approches différentes en tests
Gérer les changements et conduire le changement
- Déterminer la stratégie de conduite du changement et la tactique de gestion de la configuration
- Classifier les facteurs importants, sensibles et susceptibles aux changements
- Organiser la gestion de l'information et la communication
- Créer la capacité à justifier et à coordonner les modifications et les transitions
- Gérer la stratégie de mise en œuvre, de ‘go-live’, de transfert et de lancement
Gérer la maturité de l'analyse affaires
- Définir et gérer la maturité de l'analyse métier
- Développer la capacité de gérer la réalisation des avantages
- Consolider les capacités et les principes qui contribuent à la réussite à long terme
Le cours est basé sur une étude de cas et autres études de cas, ainsi que des activités et des jeux pédagogiques
Avantages de la formation
- Des compétences renforcées dans la construction d'un ‘business case’
- Davantage de confort dans l'analyse entreprise et les techniques de modélisation de processus
- Une sensibilisation aux principes de conception et des principes d'ergonomie
- L’amélioration de la capacité à définir et à gérer les avantages, les besoins, les tests et la qualité
- De la pratique et de la théorie dans l'analyse de risques et l'estimation
- L'intégration des concepts pertinents à la gestion du changement
Stakeholder Facilitation Methods
You need a variety of techniques, tools, methods and models for facilitated management workshops, because almost anything can happen in a workshop and you need to be prepared.
The tool bag helps you to plan and deliver your workshops, to use creative problem solving, warm up exercises, energizers and icebreakers, quality analysis methods and collective decision making.
You may run a workshop for many reasons:
Joint application development,
Joint requirments planning,
Joint review meetings,
Joint reality checks,
Joint decision making
The key words are collective, cooperative and collaborative, synergy, synchronisation, transparency and transversality.¬†
A meeting or a workshop must be organized with care and inspiration, if it is to be effective
and make good use of time, generate energy and stimulate participation.
The role of a Project Visionary
The visionary is an individual who understands the business as well as the technology, and who has the ability to detect trends and to project ahead, to perceive future opportunities based on weak signals.
Trends may be technological, socioeconomic, political, regulatory, social and cultural. There’s much to track and feel, but amidst this the visionary essentially has a sense of good design principles (product, organisation, system, service or of the senses) and an intuition for what would make a good experience for a customer.
The visionary can tell a story, build a model and communicate a picture of the desirable state to which people can aspire. At the same time, due to the potency of the narrative and the influence of the visionary’s status as an expert, the visionary must be self-aware and wary of the effects of cognitive bias.
Indeed, the visionary role would be the most important in a project, were it considered to be a role at all. And yet, in any activity where the design of a product, service or systems experience is part of the project, the role of the visionary can be observed. However, without a degree of definition for the role, the project can lose sight of the vision and purpose of the project. By acknowledging the pivotal contribution of the role, the competencies of a visionary can be recognised and developed.
Activities and Exercises
Formation en int√©gration organisationnelle de projets agiles
Cette formation est en cours de réalisation. Veuillez nous contacter pour connaître son intérêt et son contenu. Elle prend en compte l'intégration des projets agiles dans le portefeuille de projets, avec les points décisionnels (stage gates ou quality gates), le management de la valeur, la gestion des indicateurs clés de réussite (benefits management) dans les programmes (ensemble de projets interdépendants), la gestion de l'incertitude et des risques, ainsi que des connaissances en psychologie décisionnelle.
Contrat type pour des projets agiles
Voici ci-joint un lien vers les conditions d'utilisation du modèle de contrat pour des projets agiles: http://www.oldsite.dsdm.org/wp-content/uploads/2011/06/Contract-PDF.pdf
Ce contrat a été traduit et ensuite adapté par un expert juridique Français. Veuillez me consulter à firstname.lastname@example.org si vous souhaiterez recevoir une copie en Français car je devrais vérifier que vous avez pris en compte les conditions d'utilisation.
Voici un mot de DSDM: "Le modèle est publié dans le projet et l'intention est que vous allez fournir un retour d'expériences. Toutes les suggestions et les commentaires seront pris en considération pour travailler dans une version future. S'il vous plaît envoyer vos suggestions et commentaires à email@example.com."
Le mot de conseil de Richard Stephens du cabinet d'avocats Masons à Londres, qui a réalisé ce contrat type avec des participants du Consortium DSDM :
"DSDM représente un certain nombre de défis dans une perspective de contrat. Ce contrat-cadre a été spécialement conçu pour répondre à l'utilisation de DSDM et a été rédigé par Richard Stephens de Masons et des groupes de travail du Consortium DSDM, composé de représentants des organisations membres à part entière (consultants et utilisateurs finaux). L'objectif est d'aborder de front les questions commerciales et contractuelles qui se posent lors de l'utilisation DSDM et de suggérer le genre de questions qui doivent être couverts par un contrat et des réponses aux questions que l'on pourrait recevoir."
"Ce contrat n'est pas proposé comme un précédent pour tous les contrats impliquant agile. Ce serait impossible, car il y a de nombreuses façons de réaliser un projet, et le détail devrait changer dans les cas individuels. Cependant, il est présenté comme un modèle contenant les sortes de choses que les parties veulent étudier et peut-être intégrer, avec les modifications appropriées dans leurs propres contrats."
"Le modèle de contrat DSDM est actuellement disponible en téléchargement. Avant de lire les contrats, veuillez consulter la licence pour l'utilisation du contrat et le commentaire qui traite des questions dans le contrat-type."
Activities and Exercises
Thank you for your purchase!
Flying Eggs Micro-Project
This classic¬†creative micro-project will provide an enthralling team experience and lots of learning about teams and customer-focused development. Tried and tested, it's possibly exactly what you need to embed in the team-building or project kick-off meeting that you are planning.
Flying eggs is a micro-project which will give you great results when you are seeking a perspective on team-building, innovation, product design and development, or just ordinary project management. The task of protecting an egg from a drop of about two or three floors is interesting and challenging enough in itself.¬† ¬†
The added value is in the scenario, materials and services with prices, realistic roles, project reviews and two products to produce within their team, such that you can develop themes such as portfolio management and customer-driven development.
Anyone who has worked on such a real creative project will recognise the experience described - the huge investment in energy, the intense commitment of each team member, the sharing of¬† skills and insight, the creative synergies ... When people are grouped together and given a common objective in a challenging situation, something explosive seems to take place. The combination of a team, a common unique objective and a deadline is the catalyst which releases the energy.
The opportunity to gain experience and share learning about customer contact and creativity, design management and teamwork are unparalleled in such a short time as the two and a half hours necessary to perform this exercise, present the results and obtain feedback.
This document of 10 pages with 12 games will help you to use communication games to boost communication skills
Communication is so much a part of our everyday lives that we forget to learn and to improve. ¬†¬†With communication, a little improvement goes a long way; by listening better, but also by clarifying the message, by making the message more memorable, by checking the message has been understood correctly, and by adapting the message to the situation, the medium and the audience.
Ultimately communication skills are what define a leader, a successful manager, a happy relationship and good parenting skills.¬† However, as much we talk about communication, it can sound empty until we give specific instances and examples.¬† Thus a game can communicate some important points quickly and painlessly. ¬†Rather than search all over the Internet, you can gather some games here speedily and abundantly.¬† They will always be a good resource for your presentations, workshops and training courses.
10 estimating games of all kinds that help you to develop deeper understanding of this vital business and relational skill
Estimating is an acquired art built on a mix of high level understanding for business data and an ordinary feel for everyday life.¬† A good estimate is always impressive.¬† Estimating skills are both technical and relational.¬† A starting point to develop estimating skills is to explore some examples and to experiment with the art of informed and astute guessing.
Estimating games can be a lot of fun.¬† They develop group work, an understanding of the way people think, and a feel for business trends and the economy.¬† A good estimator is potentially good at risk taking and many aspects of entrepreneurship. ¬†Estimating games are valid for almost any workshop session or team training.¬† They will always be a good resource for your presentations, workshops and training courses.¬†¬† Inventing the games or finding them on the web will take longer and cost you more time than this quick download of road-tested estimating games.¬†
Project Process Maturity
This instrument helps you to assess the degree of project process maturity in your organisation in 8 dimensions and on 5 levels
There are eight dimensions that are developed in this instrument:
1) Strategic Alignment - strategic objectives are understood by all persons involved at all levels of the company.
2) Market Focus - prospects, desires and needs of current and potential customers are researched and integrated throughout the life cycle.
3) Learning from Experience - the convergence of skills and behaviours with current and potential needs.
4) Ability to Innovate - integrating technological developments and trends in lifestyle with the capabilities and products of the company.
5) Financial Management - control of the investment and benefits lifecycle, including the implementation of a dashboard of indicators on a balanced portfolio of projects.
6) Management and Control - steering projects with objectives that are qualified, measurable and prioritized.
7) Information Communication - the ability of the organization to integrate technologies, methods, skills and expertise as part of their process.
8) Change Tolerance - the ability to incorporate beneficial changes during the project and product life cycles without negative cost complications.
Each of these is assessed over five levels:
This questionnaire helps you to assess the extent to which the organizational structure supports the degree of influence of your projects
The strong matrix may be the most natural organizational structure in which to carry out challenging and complex projects which balance the contributions of the functional services and the capabilities of project management.¬† Nevertheless, there are several other structures that are encountered in companies, including the weak matrix, the functional organization and the projectized organization.
This questionnaire enables you to assess in your own situation the organizational structure in which you are operating. It also provides you with another way to sensitize decision makers and other stakeholders about the way to best adapt the organization to its project challenges.¬† Clearly, projects vary a great deal, but the greater the complexity and risks, in terms of marketing or technology, the greater the need for skilful and influential project managers. ¬†
Obstacles to project management
This questionnaire enables you to assess the nature of the obstacles you face in optimising project management in your organization
Promoting good practices through project management, improving performance, wellbeing, effectiveness and reliability: the potential of project management can be enhanced by overcoming some typical roadblocks and obstacles.
This questionnaire invites people to consider the obstacles in terms of management and organizational issues, technical and procedural issues, culture and belief issues, and people issues.¬† Knowing where the issues lie is a good place to start in order to persuade people that project management has a more complete and deeper contribution to make.
Projects are important, they deliver innovation and change.¬† Projects can be difficult for the same reason.¬† And projects have often been under-invested due to these challenges.¬† However, projects are also the area where you can get the biggest return on investment through easy wins.¬† But, first you need to conquer some of the resistance and overcome the obstacles.¬† This questionnaire can help people to own up to where the stand before making the resolutions to improve.¬†
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Agile Project Management Training
Please click here to download course structure and overview
Agile project management methods are designed for projects that have tight deadlines, firm budgets, and important results to achieve.¬† An agile project involves a high degree of participation from users in order to provide a better understanding of business requirments by using modelling and prototyping methods.
This course is mostly based upon AgilePM, Scrum, DSDM and Lean methods in order to offer a balanced training course, in terms of the techniques, the processes, the principles and the value added.
Scrum is an iterative team-based approach to developing product. ¬†AgilePM offers a governance framework and all of the necessary rigour and flexibility that large organisations requir for complex and challenging projects. Lean is an approach that focuses on maximum value as early as possible for minimum effort until enough is known about the results to justify further investment.
These approaches can be used independently, or in combination with each other and with other good practices such as PRINCE2, MSP, PMI, ITIL and CMMI.¬†¬†They are proven, practical and adapted to projects throughout the world that requir structure and organisation. Conferences, user communities and certification programmes are associated with these methods and contribute to their evolution.
This training course is suitable for people who use agile methods already as well as those who wish to acquire the keys to agile understanding agile methods that are based on a business case and keen developer and user cooperation.
Obtain a deep and broad enough overview of DSDM and AgilePM practices for AgilePM certification
Achieve the ability to promote and successfully apply Agile Project Management within an organisation¬†¬†
Assimilate and understand a set of practices that makes sense on agile projects and enables success on projects with evolving requirments and a solid business justification
With a dynamic and inclusive style, Ian Stokes is involved in the facilitation and evolution of project management processes, in innovation and product development, change management and the development in organisations of approaches centred on customers and cross-functional and inter-cultural teamwork.
Built around case studies, active learning, and where appropriate participants own situations and experience, this course develops understanding and learning by doing.
Benefits of the course
Appreciation of the benefits and application of agile methods
Understanding of agile roles, products, principles and practices
Experience in the way agile methods work on a typical project
Integration of agile methods that give added value in different situations
Ability to build a comprehensive and manageable business case
Practice in using agile approaches on an important and urgent project
More confidence in business analysis and business modelling
Development of estimating, planning and risk management skills
Assimilation of concepts essential to change management
Project Management Foundations
Acquire the skills, behaviours and understanding that will help to achieve business goals, meet and exceed stakeholder expectations, satisfy customer needs, respect deadlines, work to budget, deliver to quality and fulfill regulatory requirments
Because projects have become so important for innovation and change, organizations can achieve more return on investment from project management than in almost any other part of the business. However, projects are complex, and present unique challenges, which means that the development of skills, the adoption of good practices and the need for improved cooperation is never ending.
Since this course presents good practices applicable on any project, it is as appropriate for project managers at client companies and sponsors of projects as it is for project managers at supplier and for project team members.
Use good project management practices to make the most out of your projects
Optimise organisation and implementation within the team and amongst the project partners
Integrate scope, time, cost, quality, risk, communication and stakeholder satisfaction
The instructor has experience in project management in many industrial sectors where change and innovation have been key factors, and has been consultant, facilitator, and project manager, manager of methods and quality, and trainer in large and small organisations.
Review the nature of a project and project management
- Overview of project management
- Understand the role of project managers
- Recognize typical project challenges
Interactive session: Identifying the challenges of projects
- Set the framework of project management for better results
- Outline the project management process
- Understand the project life cycle and process steps
Define the project’s boundaries and purpose to meet your organisation’s business goals
- Describe and position the project, the critical success factors, principle objectives and risks
- Set the project scope, time, cost and principle objectives
- Determine what defines successful outcomes and how quality is measured and managed
Case Study: Defining a mission for the project (i.e. charter / terms of reference)
Perform an analysis of stakeholders, risks and benefits
- Analyse the influence, support and impact on key stakeholders
- Analyse risks and identify response strategies
- Prepare a communication plan in order to manage benefits and customer expectations
Exercise: Perform stakeholder analysis and risk analysis, produce a communication plan and a risk management plan
Structure and organize the project
- Develop the work breakdown structure and define work packages
- Allocate responsibilities using a responsibility matrix
- Develop estimating strategies to establish the overall cost and duration of work estimates
Case Study: Develop the work breakdown structure and define the work packages
Develop a project plan to manage the project
- Develop a comprehensive project plan to manage the project
- Define key project activities, determine dependencies and establish critical path
- Plan a schedule by setting clear milestones at the outset of the project
Exercise: Understanding critical path analysis methods
Case Study: Build the project plan, includ project budget and subsidiary plans, and establish a baseline for the project
Work on your management style to get the best results in a project team environment
- Recognize personal styles that contribute to effective teamwork
- Develop the attributes of teamwork that enable high performance
- Understand team management throughout the project life cycle
- Explore techniques to resolve conflicts and to handle pressures in a project team
Exercise: Group work on team development and conflict management
Effectively manage a project and control its progress towards successful results and to maximize ROI
- Set up a format and process to formally manage change requests, problems and incidents
- Explore criteria for decision making on change implementation
- Effectively manage a project and control its progress to meet targets
- Assess and manage the project performance at regular intervals
Case Study: Decide on appropriate responses to change requests, and manage project progress
Develop principles and methods to manage partners (managers, colleagues, suppliers) to optimize project team work
- Develop good practices for managing outsourced projects
- Use milestones, methods, measures and reviews to enhance visibility and deliver results
- Establish and develop communication skills to improve project partnering
- Review strengths and weaknesses, opportunities and threats to the critical purpose
Discussion debate: Management of partners on projects
Focus on methods and skills that improve and speed up your projects
- Evaluate emerging initiatives for improving, accelerating, optimizing and managing the project scope, cost and timeline
- Develop tactics to optimise personal time management and motivations
- Identify and respond to the differing motivations of individuals in the team
- Adopt appropriate communication and responses for managing differences
Exercise: Completion of a self-evaluation questionnaire
Close out the project, identify failures fast, and build on successes
- Close the project taking account of contractual, regulatory and administrative
- Learn from project successes and failures, and build project management maturity
Exercise: Review project closure from several different perspectives
The course uses case studies as well as activities and learning games.
3 days, either consecutive or 2 + 1
Benefits of the course
A solid grounding in project management skills and familiarity with good practices
Skills, behaviours and understanding that are commensurate with good practice
Enhanced comfort in the project management life cycle
Ideas discovered, developed and exchanged
Project Leadership Skills
Learn critical skills in the areas of leadership, communication, negotiation and motivation, and be able to develop the ability to apply these in practice
Leadership skills are part of everyday experience, and yet can be developed, enhanced and perfected through experience. This course aims to accelerate understanding and support the resolution with which people develop their own leadership capabilities in different circumstances.
Since this course presents leadership skills for managing upwards as well as towards the team, across organizations and outside the organization, it is appropriate for project participants who must exercise persuasive, coordination and leadership skills at many different levels.
Enhance understanding of leadership skills, delegation and the nature of motivation
Learn approaches for managing conflicts, resolving problems, negotiating and making the most of differences
Understand and apply communication skills and increase awareness of blocks to communication
The instructor has experience in project leadership in many industrial sectors where change and innovation have been key factors, and has been a consultant, facilitator, and project manager, manager of methods and quality, and trainer in large and small organisations.
Develop a personal vision of leadership
Engage and energize the start of the course by creating a personal leadership vision
Use inspiration from quotes on leadership and coloured cards to create a personal motto
Attributes of leaders
Develop understanding about the attributes of leaders
Explore the differences between leadership and management
Reflect about how leadership competencies can be learned and developed
Leadership personal assessment
Using a leadership assessment instrument participants reflect about their own leadership strengths and weaknesses and resolve to focus on their own development
Leadership effectiveness workshop
Build a ‘Leadership Effectiveness Profile’ (emotional intelligence, contextual thinking, directional clarity, creative assimilation, change orchestration, people enablement, reciprocal communication, driving persistence)
Develop the phases of i) Understanding the team, assessing the situation and agreeing on ground rules, ii) Providing directional clarity, setting tangible goals and targets (managing up, as well as down), iii) Learning how to lead by example and take measured risks (decision making), iv) Appraising team performance, recognising success, inviting feedback and adjusting style.
Situational leadership and team-building
Discover the full dimensions of the Tuckman team-building model, its relevance for situational leadership, managing the project life-cycle and change management.
Expand upon the importance of leadership and management style during the project life cycle, recognizing at each step what needs to be done to manage the project and transitions effectively.
Attributes of high performing teams
Examine the TEAMWORK acronym (Shared Targets, Energy, Equilibrium, Engagement, Empowerment, Attitude, Accountability, Attitude, Appropriation, Mutual Support, Working Tools, Organisation fit to purpose, Recognition, Respect, Rewards, Results, Knowledge).
Highlight the specific challenges of virtual teams and develop ideas adapted for distance working, cross-functional and international teams.
Work in a team on a creative and active team activity involving communication, brainstorming, problem solving, conflict negotiation and decision making. Use a teamwork instrument to assess individual preferred team working preferences.
Use a conflict mode instrument to identify preferred responses to conflicts and when they are appropriate leading to a team-play to develop the theme of cooperative negotiation.
Build upon the theory of conflict management with emphasis upon relational conflicts, conflicts of interest and technical conflicts in order to apply a framework for creative conflict resolution:
i.Relational conflicts draw upon a respect for differences and a willingness to build a mindset, a wavelength and a climate that enables understanding.
ii.Conflicts of interest requir negotiating skills, to weigh up the factors and to achieve an appropriate outcome, including the ability to pursue a win-win negotiating strategy.
iii.Technical conflicts demand a problem solving approach with the availability of subject matter experts and an objective analysis and selection of options.
Critical Thinking and Self-Awareness
Critical thinking is an emerging area of cognition that has become particularly relevant recently. Some of the pertinent phenomenon introduced in an engaging and informative fashion:
Groupthink – the group ends up where no-one wants to be
Distraction – failing to see the obvious, because focusing elsewhere
Illusion – differences of perception and insight into ambiguity
Forcing – channelled into choices amongst restricted options
Wishful Thinking – overvaluing our own experience, or what we desire
Pain Distortion – avoiding the challenge of the unknown
Selective memory – wiping out memories that conflict with our beliefs
Dialectic fallacies – (Straw man, slippery slope, circular arguments, ad-hominem, non sequitur, ad populum, ad verecundium, ad baculum, dubious evidence) are all deceptions that mislead
Governance Standards, Values and Ethics and Crisis Management
Understand how corporations must establish governance standards and limits that will shield the organisation from the challenges that occur more often than organisations ever expect
Know how to build a clear set of principles and execute the first steps in crisis management in order to reassure stakeholders and head off disorientation and distrust.
Conclusions on the Theory and Arts of Communication
Consolidate the theory of communication - e.g. sender receiver model, the importance and limits of listening, the need for feedback, awareness of context and perspective, all round communication, the necessity for persistence, the need to overcome misinterpretations and misunderstanding that arise due to filtering and questions of cognition and perception.
Practice communication in role plays and exercises on listening and comprehension
Extend the definition of intercultural beyond the geographical dimension of national and regional differences, to encompass the semantic gap and differences between disciplines
Make use of some basic theories of intercultural attributes, their provenance, and their significance; participants read, discuss, exchange and report back on some typical cultural differences, and how to manage them to work effectively across boundaries.
The course uses active learning, participation through discussion and debate, self-evaluation questionnaires, role-plays and feedback, as well as team activities and games
3 or 4 days, either consecutive, or 2 + 1, 2 + 2, or 3 + 1
Benefits of the course
The potential to acquire and to develop the understanding of leadership skills
Pre-conceptions explored and challenged, new awareness and insights developed
An opportunity to share experiences, to exchange ideas and to put ideas into practice
A low-risk learning environment in preparation for good resolutions that make a difference
Stories and Puzzles
Business Analysis and Business Modelling
Learn how to build a suitable business case for managing the development of a product, process, system or service, analyze the current situation and the solution developed and sucessfully implement the solution.
The creation of a suitable business case and the management of its implementation are fundamental to the successful delivery of products, programmes and the realisation of business benefits. Often neglected these skills have become essential to the dialogue that must take place in organisations at different levels, across boundaries as well as between the technology and market perspectives.
The course is aimed at people who are responsible for business analysis, building and managing a business case, defining requirments, modelling and designing product, process, service and process solutions, in either a management or a development capacity.
Present a framework for managing the delivery of product, process, system and service solutions based on a proper business analysis and a suitable business case
Develop an understanding of the skills that are useful for business analysis, product and process design, business modelling and business case management
Build the motivation of participants to manage a business case to deliver high quality product, process, system and service outcomes
The instructor has experience in business analysis in many industrial sectors where change and innovation have been key factors; and has been consultant, facilitator, business analyst and project manager, manager of methods and quality, and trainer in large and small organisations.
Identify the vital elements of a business case, business analysis and business modelling
Importance and purpose of the business case
Nature and definition of business analysis
Outline and options of business modelling
Initiate and elaborate the business case
Set up a vision for the project
Evaluate overall benefits and estimate overall costs
Identify quantitative and qualitative benefits
Solicit stakeholder input
Develop comprehensive estimates, from wide-ranging to all-inclusive
Order of magnitude and ball-park estimates
Analogical and parametric estimates (including function points)
Gathering and using historical data
Analyse and manage risk
Define and plan risk management
Identify, brainstorm and articulate risks
Analyse, qualify and prioritize risks
Quantify risks and decide on response strategies
Manage the evolution of the risks
Manage stakeholder expectations and benefits realisation
Perform stakeholder analysis (influence, impact and favourability)
Develop a communication plan to stakeholders
Enable managers to be engage and to respect their commitments
Establish a balanced scorecard with key performance indicators and measurement criteria
Define requirments for a new product, process, system or service
Agree on quality criteria and define a quality plan
Analyse business user requirments, functional and technical requirments
Formalise and prioritise requirments, ensuring commitment and requirments traceability
Perform process analysis and modelling
Define a process and understand the start and end points, inputs and outputs
Identify as-is, to-be scenarios and perform gap analysis
Elaborate process understanding step by step (actors, events, flow, data)
Apply user stories, service cases and voice of customer approaches
Perform product analysis and design
Focus on user experience and apply usability principles
Understand design patterns and principles of good design
Produce a technology map to determine a resilient architecture
Manage using agile and dynamic techniques
Specify prototypes with validation and verification criteria
Plan using timeboxes and a prioritized product backlog
Identify roles that are appropriate to scope-driven planning
Use facilitated workshop techniques to improve decision making
Plan, prepare, structure and organize the workshop in a flexible manner
Manage the creative problem-solving and decision-making process
Follow-up on the workshop adopt a results-driven approach
Develop a reliable approach to testing
Define test strategy and design test cases
Focus on valid quality, risk and performance measurements
Establish a testing attitude
Develop awareness of various testing approaches (for products, services and systems)
Determine change and configuration management strategy and tactics
Classify factors that relate to importance, sensitivity and susceptibility to change
Organize the management of information and communication
Create the capability to justify and to coordinate the modifications and transitions
Manage the implementation, go-live, hand-over and launch process
Manage business analysis maturity
Define and manage the maturity of the business analysis
Develop the capability to manage the delivery of benefits
Consolidate capabilities and principles that contribute to long-term success
The course uses a core case study and other case studies as well as activities and learning games.
3 days, consecutive or 2 + 1
Benefits of the course
Enhanced competency in the construction of a business case
Comfort and familiarity with business analysis and process modelling techniques
Awareness of applicable design and usability principles
Improved capability to define and to manage benefits, requirments, tests and quality
Practice and theory in risk analysis and estimating
Integration of concepts pertinent to change management
Advanced Project Management for Technology Development
This course helps you to align your IT organisation, projects, standards and architecture in an appropriately agile manner in order to achieve the right technology solutions that are cost effective and delivered on time.
Technology is the basis for optimizing the value-adding capability of valuable human resources and capital assets. Software development is a critical success factor. Project management, this most important of processes, is by definition difficult because it is about innovation and change. This double challenge is heightened by the fact that project management has often been under-invested. Projects will continue to be over-promised and under-delivered until the most realistic of the current wave of emerging best practices are assimilated. Surfers spend their life waiting for the biggest wave. The biggest wave might be now !
This course is for business and information technology strategists, technology managers, senior business analysts and senior software developers; and especially IT and IS managers, business development managers, computer service managers, network managers, operations managers, user support managers, program managers, IT project managers, IT innovation managers and IT application managers.
Enhance existing project management knowledge and prepare your organization’s ability to benefit from change and innovation.
Obtain extra nuggets of insight on cutting edge project capabilities such as customer-centred development, risk-focused sourcing, component-based design and conflict-inspired change management.
Develop the resolve and the momentum to initiate and to deliver the projects that can attain business goals.
Recognize emerging opportunities, learn from peers and colleagues, and build on shared experience.
The instructor has 28 years of experience in most industries, especially software consumer products, finance, pharmaceuticals, electronic, telecommunications, aerospace, automobile and petrochemical. Qualified as a team facilitator, project practitioner of PMBoK and AgilePM he is president of the best practice community and lectures at various engineering and business schools in France. He has produced several publications on project management skill and techniques.
Building an Organizational Platform for Business IT Convergence
Companies need people that understand both business and IT. The convergence of the two defines breakthroughs: new business models, new products and new paths to the market. Methods such as agile development, user driven prototyping, open systems approaches and adaptive architectures create readiness for a constant conversation between the technology and the market. This session will set the scene, reveal perceived priorities, cluster interest groups and develop a potential strategy for the seminar that takes account of the needs of all of the participants.
* Business IT Convergence * IT strategic challenges
* Agile business approaches * Value-adding priorities
Importance of Requirements Definition and Management (including Modelling, Mapping and Prototyping)
Overwhelming evidence highlights requirments definition as the source of most IT project failures. Developers must learn to speak the terminology of users. Prototyping takes modelling into the user’s world. The first prototype hits the most critical problems, such as functionality, performance, or user interface. Prototypes must be only as detailed as is necessary to justify further investment. Using real examples, this session will identify alternative solutions to defined problems and opt for a timely cost effective approach.
* Requirements definition * Requirements management
* Life cycle governance * Prototyping methods
Agile Governance, Organisation and Implementation
Change management is at the heart of projects and innovation. Agile projects entail a constant dialogue between the technologies and the market. Decisions made in scrumming workshops and in product and process development teams have long-term business impact. Management must build an agile support structure to ensure that agile stories and energies sustain business priorities and that the project portfolio is managed in an agile manner.
* Building an agile business core * Reporting along horizontal and vertical channels
* Know and show principles * Maximum viable feedback for minimum effort
User Focused Design and Change Tolerant Architecture
Good design opens up a world of opportunity for harnessing and integrating local and public business components. Compatible and usable components are the building blocks of architecture that grows with the organization and fits to product or process. This session explores the core principles and design patterns that can assemble business systems able to flex, expand and adjust to meet a diversity of different usage scenarios.
* Good design practices * Enterprise architecture
* Open systems approach * Component-based development
New Ways to Manage Sourcing, ‘Co-opetition’ and ‘Virtual Teamwork’
Sourcing and risk management are intertwined. An astute choice of risks can position a business around strategic core competencies. To manage the challenge of physical and structural ‘distance’ an organisation must adopt an appropriate set of practices for contract management, benchmarking, recruitment, communication, measurement and resource management. The goal of this session is to admit a high degree of professionalism into these areas and to release some easy wins.
* Outsourcing and ‘In-Sourcing’ * Contracting for partnering
* Key success indicators * Managing distance and proximity
Total Quality Standards, Organizational Learning
Stringent auditing obligations and uncompromising financial standards have increased the pressure on quality management. Modern organisations prosper when they appreciate the distinctions between quality of production and quality of service. Good practices guarantee traceability, accountability and configuration integrity. Potential is developed through exploiting hard-earned experience. As well as adding depth and breadth, this session on quality develops the idea that great testing is a critical success factor.
* Building a quality capability * Meeting or exceeding expectations
* Constant learning process * World class ‘testmanship’
The course uses a work group approach based on participant examples and other case studies as well as activities and learning games.
3-4 days, consecutive or 2 + 1, 2+2 or 3+1
Recognize and assess IT challenges that deliver results by aligning IT capabilities to business priorities.
Build on the ability to design, prototype and develop IT solutions in a way that creates a constant interaction between the technology and the market.
Employ emerging proficiency in agile methodologies, open systems approaches and facilitative architectures to generate tractable organizational capabilities.
Obtain new insights on coordinating suppliers and partners with competing and cooperating interests in order to manage business risks.
Sharpen the quality focus of the organization by identifying pragmatic approaches to ensure the organization is demonstrably effective and purposeful.
Be able to use the constructive dynamics of conflict to steer business change and to consolidate disparate interest groups and levels of experience.
Hi, we would like you to contact us on:
irstokes @ metanaction.com
or if you prefer:
+33 (0) 6 81 76 55 39 by text or voice.
¬†Metanaction SARL, 54 rue de la Paix, 94300 Vincennes, France, ¬†Telephone: +33 1 43 28 88 96
We would be very happy for you to contact us¬†on:¬†firstname.lastname@example.org
Or if you prefer:¬†+33 (0) 6 40 15 23 35 ¬† ¬† ¬† ¬†( Temporarily out of action: ¬†+33 (0) 6 81 76 55 39 )
Our vocation is to put methods into action and to turn ideas into successful projects.
Our business is to enable individuals, teams and organisations to become more effective at everything that involves projects, innovation and change.
To pursue these goals, with your help:
- we prepare and deliver exciting training programs,¬†
- we facilitate the development of business models and processes, and
- we¬†develop the potential of experience and ideas.
Our basic principle is that we build on the integrity, responsibility, intelligence and potential of individuals and we believe¬†in the capacity of business to deliver quality of work and quality¬†of life.
Our team comprises independent and ingenious individuals, who are skilled team workers and project leaders.¬† This rare combination derives from their motivation to develop their understanding and their participation in communities of best practice in the areas of projects, agility, innovation and change management.
Projects are important, difficult and too often under-invested. ¬†That's why even small changes can make a big difference. ¬†There's more return on investment from projects that from any other activity.
The lag between learning and performing can be counted in years.¬† Our aim is to turn years into days by creating memorable learning experiences and worthwhile working partnerships.
When we prepare a learning experience, we need to take account of the context within which the learning will be applied.¬†Our courses develop people‚Äôs ability to sense, think, plan and deliver; to interpret each situation on its own merits.¬†Learning by doing is a major part of this.¬†Our learning tools reinforce this capability and our support activities help to provide the actions and energy to turn skills into worthwhile results.¬†Our training covers project management, leadership competencies, team development, risk attitude, sales techniques, constructive negotiation, supplier management, intercultural awareness, business analysis, customer focus, agile development, project sponsorship and project enterprise management.
The increased recognition given to discovery-based learning, serious games, and learning by doing is evidence of the success of these approaches. ¬†It's clear that we remember better when we have done something to when we just sit in a classroom and listen. Participation creates a sense of involvement and ownership. ¬†But the importance of action learning is more than memory. ¬†It serves as an anchor for recall. ¬†More than this, it educates us to learn from experience thanks to the thinking process of reflection, formulation, resolution and action that ensures that the learning is assimiliated. ¬†It is an acculturation process that enables us to become better and better at learning from new situations. ¬†Because learning is available through so many different channels, we think it is important to facilitate the assimilation and acculturation process, using individual and group active learning approaches; which is why we offer you training material at¬†micro-payment¬†prices in the "Action Learning Boutique."
Your company event is an annual meeting or a departmental convention.¬†Your organization is in the spotlight.¬†Every cent has to make sense and every penny to pay. ¬†Amongst all the presentations, workshops and activities, there are decisions to be made, targets to be aligned and resolutions to be deployed.¬†We can help you to boost your event by carefully selecting and preparing management games, by writing specific case studies based on your own projects, and by setting up workshops that accelerate problem solving, stimulate decision-making and bring you closer to your vital business goals.
The reason for a project kick-off is to build the team.¬†This is usually done with some fun activities to build team spirit and team morale, and some serious teamwork to start the project on the right footing; maybe even get some traction to put momentum into the project.¬†Once things get started, the energy level goes up and you begin to create a pattern of success.¬†However, we believe the most important thing you can do is to actually practise with some of the teamwork and communication tools that will be used on the project.¬†Thus the team gets built in a way that will make the real work environment feel familiar. ¬†People use even the most common tools like e-mail and spread sheets in so many different ways, that you need this shared effort to ensure a coherent and common way of working together.
When decision-makers get together they want to make sense of a complex problem, to explore options and to arrive at the best possible result in a short amount of time. The decision-making can be rather stultified, unless there has been a deliberate effort to prepare and to structure the process. On the other hand, it can be enlightening, inspiring and stimulating, by presenting information in a form that reveals facts and context that supports the participation of the whole decision-making group.
Learning from experience is one of the most important areas where companies can build a strong project management process.¬†The end of a project is a learning opportunity, but so few projects really seize this opportunity.¬†It requirs the presence of the key stakeholders and there willingness to study the story of the project, comparing what actually happened with what was planned: in particular comparing the risks that were analysed with the risks that occurred, the estimates with the costs.¬†Furthermore, the organization and structure of the project can provide pointers for the future. The learning process needs to be well prepared and followed up so that the lessons learned can be recycled into future projects.
Team creativity cannot always be called to order.¬† Team-based creativity requirs a sense of urgency and purpose. But an awareness of how creativity works can be very helpful: including the boosters and the obstacles.¬†People have different creative styles, and so the workshop should be flexible in order to allow break-out groups and changes of rhythm.¬†An inspiring backdrop, well-researched subject matter, a focused objective create the conditions for success.
Change management has become a routine activity, more business as usual than anything exceptional.¬†However, successful change management requirs exceptional management ability and leadership style.¬†Change management takes individuals through a transition.¬†Each individual may perceive the change differently, be part of a group that reacts more or less positively, and again be part of the organisation that may demonstrate alacrity or take much more time.¬†Therefore the change leader must work at many different levels, and take account of the dynamic nature of transitions.
Our way of working is Check – Think – Plan – Do – Learn -
Check: ensure that we understand the context, the vision, the goals and the reasons for the next iteration, stage or project
Think: choose the right options for the agreed challenges
Plan: plan the project, stage or iteration around the critical success criteria
Do: deliver, knowing the risks and showing early evidence of achievement
Learn: use the experience to improve for next time
This is a project and decision-making cycle, as opposed to the usual 'production' cycle of PDCA.
See also OODA: Observe - Orient - Decide - Act
Horizontal and Vertical Communication
Horizontal communication or “transversality” entails working across functional boundaries, which means respecting each other’s perspectives, priorities and constraints, and understanding how to achieve synergies and to synchronise work.
Vertical communication requirs transparency and governance in order that actors at different levels refrain as much as possible from hiding information from each other, and instead seek the trust that allow information to flow from source to outlet fluently and fluidly.
The T Skills
Your career skills develop in the form of a T. The bar of the T represents the general skills that you need in order to flourish as a member of a team. The root of the T represents the expert skills that you need to feed your credibility and understanding.
The “Unknown Known”
Usually, we know less than we think we do, individually; and more than we realize, collectively.
Often, information known to someone else - that we don't know - makes the difference between success or failure.
Know and Show
Understand and demonstrate how success is being achieved (or else No Show)
Strong Vision, Flexible Execution
The most successful organisations have a clear idea of their purpose and the value, results and outcomes that they need to achieve; meanwhile they provide a great deal of flexibility with regard to how to go about attaining the vision. Unsuccessful companies do the opposite.
Stoke Energy, Reduce Stress
A project leader ensures that the team works in conditions that stoke energy and reduce stress. The team wants a manager that practices “kick up and kiss down” and not the reverse.
Ask Why, Explain Why
Always clarify and verify the purpose. Explaining why provides motivation and ensures that we know we’re doing the right thing and doing it right.
See also the 5 Whys that help you to get to the heart of a problem.
Say what you’ll do, Do what you said, Say what you did
Whichever method you choose, say what you will do, do what you said and be able to prove what you did. That way you will be irreproachable for an audit; you also have to satisfy the customer, of course.
Quality is in the eye of the Beholder
Quality depends upon the public and the stakeholders for whom you are providing the product or the service. It needs to be measured, planned and built in to the solution with good faith and integrity.
Our Values in Action
1) Familiarity with project management and change management
Project management is an approach with important strategic implications for organisations. Actions are most effective where the deciaion makers are implicated and motivated, not just informed.
2) Experience of managing projects
It is important to apply a pragmatic and operational project or development framework. Managing projects using a goal oriented, team-based and cooperative approach delivers advantages both to the contracting organization and to the client.
3) Experience of competitive, international and high technology industries
Innovation in product development and process improvement can offer significant competitive advantage. Consequently, products, processes and even organizations should be distinctive, fit for purpose and change tolerant.
4) Understanding of the most influential contemporary trends in technology development, business processes and team facilitation
Management methods are evolving quickly and constantly. Knowledge of best practice is more widely diffused than ever from a variety of sources, but special effort and flair is requird to encapsulate this information in a form that can be used in each situation.
5) Emphasis on innovation, imagination and quality of the work environment
Technology can be used to enhance the quality of work. Improving the project management process and speeding up the introduction of technologies develops the skills of each individual as well as building the capabilities of the organization.
6) Service view of quality
When providing a service in a highly competitive business it is not enough to satisfy. Contacts must be customized as well as being positive, productive, and rewarding to all parties. This requirs a flexible and pro-reactive way of working.
7) Creative approach to training
Learning is most effective when it is involves participation and when it appeals to different learning preferences. Activities, simulations, case studies and role-plays engage the participants in different ways and enhance the learning experience.
8) Knowledge of tools and methodologies
Modern project management and systems development processes have adapted to the latest technologies, and vice versa. The tools and methodologies should be accessible and helpful to the teams that are responsible for achieving results on the project.
Two Vital Rules for Business
1) Don't run out of cash; cash is like oxygen to a business and in its absence a business will choke.
2) Satisfy your customers. If you fail in rule one, you’ll fail rule two.
Cost ≤ Price, and Price ≤ Value
It’s easy to forget, but although cost can be greater than price for strategic reasons, price greater than value (to the customer) is not sustainable.
Uncertainty is Costly
Time, complexity and uncertainty generate cost. When uncertainty persists, then the business has to provision contingency that increases the cost of investments and reduces the return on investment.
Measure what is Important
In business as in life the easy measures are not necessarily the most important and the most important not often easy to measure. Nevertheless, unless we are doing art or poetry what is important has to be measured in order to be attainable.
Theory of Constraints
Look for the biggest obstacle, roadblock, show-stopper or constraint. That’s what you have to cure, remove or overcome in order to reach your next business goal.
Business Models and Process
The smallest difference to the way that business is carried out with customers, suppliers, processes or systems can make all of the difference to a business surviving and thriving.
Unique Selling Proposition
There’s something that you do that justifies your business, makes it distinctive and makes it worthwhile to customers, to employees and to other stakeholders. The art of your craft is to know what it is and keep making it better
Commitments, Experiments, Improvements
Committed staff members feel ownership and have a transformational rather than a transactional relationship with their work. Although experiments are necessary and do not always work out, constant improvement and the ability to share learning is a critical contribution.
Methods in Action
Project Good Practices
Methods in Action
Build on a Business Case
Methods in Action
Agile in Action
Methods in Action
If you test this purchase option to ensure that you received the document for 0.01 ‚ā¨uros, you will also receive 'free' a white paper on the "arts of testing".¬†
¬† ¬† ¬† ¬† ¬† 0.01 EUR¬† ¬† ¬† ¬† ¬† ¬† ¬†
Testing is a critical skill that requirs a specific attitude. ¬†Testing is an 'art' as much as a science that requirs tools and data. And it is a universal skill and art that we need throughout our lives.
All of us make misteaks, especially when we are being creative and when we are learning. ¬†In fact, mistakes are how we learn. The ability to capture mistakes early, before they become too costly, to understand our mistakes and to correct our errors can make the biggest possible impact on our performance (especially the stupid mistakes, which are about 80%, from school onwards.)¬†
But, don't expect to never ever repeat your misteaks. ¬†For that you would need a fautless process or system that recognises the error occuring and makes corrections for you. And processes and systems are made by people...
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metanaction : Freelance project director, freelance project manager, directeur de projet freelance, directeur de projet ind√©pendant,¬†
dermatolaser : dermatologue laser vincennes, dermatologie laser vincennes, dermatologique laser vincennes,¬†
In this exciting distance game each team must balance trisk and results. ¬†Participants learn how to optimize teamwork at a distance, in order to improve business outcomes and reduce the threats inherent in telecommunication and interpretation of information at a distance. As always, full facilitator instructions are provided.
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This distance game gives practice in managing a team and communicating at a distance, whilst developing and executing a strategy within a context which is emerging and also mutating.¬† Each team must balance the risk and results.¬†
The distance game provides an opportunity to practice teamwork at a distance, to analyse and interpret information, to communicate and make decisions and to develop and exercise a strategy; all at a distance because the participants each work through their PC, using e-mail or messaging to communicate. ¬†¬†
The participants, organized in teams, are in charge of investing in the Asian market for luxury products.¬† Since this is a new market, there are judgements and decisions to be made, based on imcomplete and imperfect information. ¬†The teams are competitive and seek to understand the revenue opportunities offered by the market, whilst managing their investment costs and keeping an eye on the competition. ¬†
This activity is typical of fast-moving and evolving markets which demand constant¬† analysis, frequent reassessment, and excellent communication capabilities; at all levels and all at a distance.
Limit : 50 / 94 lines