We would be very happy for you to contact us.
My address is email@example.com
Or if you prefer: +33 (0) 6 40 15 23 35
Our vocation is to put methods into action and to turn ideas into successful projects.
Our business is to enable individuals, teams and organizations to become more effective at everything that involves projects, innovation and change.
To pursue that goal 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.
The lag between learning and performing can be counted in years.
Our aim is to turn years into days. Learning by doing is the method,
but the feedback process is the key to turn the doing into a learning experience.
Small changes can make a big difference. The future isn‚Äôt fixed. It starts from now.
A day without learning is a day without living.
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.
Unstructured negotiation is like two people agreeing to meet on the bridge without leaving their own side of the river. Constructive negotiation must be cooperative in order to explore multiple options simultaneously; and the cooperation requirs a structured approach. Ultimately, good ground work and a climate of trust enable joint problem solving to produce outcomes that satisfy all parties.
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.
Mistrust of the strange is part of our survival kit, but intercultural training sets out to make cultures seem more familiar. To work effectively across cultural boundaries people need to understand each other’s values, norms, taboos, traditions and fashions in order to be able to respect them. This includs communication styles, conflict management and negotiation preferences. Intercultural capability is of epic importance. Intercultural ability comes at the top of the list of key competencies for the 21stcentury. And whilst there are many big wins, even from investing small amounts of effort, intercultural skills are still one of the most underinvested areas of management.
When Shakespeare wrote “to be or not to be”, he was not thinking of business analysis, and yet every business challenge has a start ‘as-is’ and an end ‘to-be’ point, and at least two alternative courses of action, to either do something or to continue as before. And the biggest challenge is when business as usual is no longer good enough. These decisions are often taken too late. Thus business analysis is more than skilful modelling, creative analysis, inclusive communication and finely-tuned decision-making. It’s about finding economic ways to experiment with new ways of doing business, sometimes termed business models. Business analysis is an opportunity to increase the sensitivity to the drivers of cost and value.
A customer-oriented business includs marketing, but it also integrates the whole organisation. This is because the whole organisation has to work at identifying not only the needs that the customer recognizes, but also those that the customer is unwilling or unable to express. People don’t confess to consuming fast food, but they’ll profess to purchasing fair-trade products, even though their actual behaviour betrays their intentions. People are told to define their requirments, even though they cannot predict the way the world will be when the solution is applied. And when events change the need, they are blamed for being insufficiently prescient. And yet the definition of new products and services requirs a constant dialogue between the technology and the market. Not everything can be predicted in advance.
Traditional projects fix the scope and establish a budget. With these as non-negotiable constraints, project control efforts concentrate on time management. Agile projects target a deadline for a proportionate cost. The effort switches to managing the scope and making sure that all of the most important functionality is delivered before an agreed date. The usefulness and usability of each function is constantly being assessed. This requirs a great deal of cooperation between the customer and the development team that revolves around managed prototypes and facilitated workshops.
So much attention gets given to the role of the project manager and the project team itself, that the role of the project sponsor and the project governance board often gets overlooked. The skills of a project sponsor are absolutely critical, because the sponsor represents the contact of the project within the organization, the supply of resources to the project and the ownership of the project. The project sponsor needs to be accessible and be prepared to continually explain the organizational imperative to the project, and to defend the project within the organization.
Project Portfolio Management
Project portfolio management is about managing resources and deploying them on projects based on the overall business priorities. To achieve such visibility, the resource data need to be summed up from project level to program or intermediate level, to department level and then to corporate level. The process highlights that, as well as priority projects, there are critical activities on non-priority projects. But the real value drives from the openness that the process encourages concerning the allocation of resources based on priorities.
This is a light, minimalist and agile approach to managing projects based on our problem solving cycle: check, think, plan, do. It includs project roles, principles and deliverables. The main principle is that you need fully active and continuous participation from sponsor, client representative, project manager and experts alike, starting from the initiation phase and then throughout the project to create the feedback loops between technologies and market that are critical to success.
Creative Problem Solving
The productivity of a creative problem solving workshop can be enhanced by setting up a working environment that is conducive to creative thinking. Preparation and organization therefore lay the foundations for a successful exercise, in the same way that scene setting and rehearsal underlie a successful theatre production. Planning has to be especially methodical, simply because the way a creative problem solving workshop will evolve cannot be entirely anticipated in advance.
Micro-projects create the heart and soul of a project within a condensed experience. Participants adopt roles to design, plan, build, and test a product on behalf of a client. They manage cost, time and scope, brainstorm and analyze risks, manage the quality, prepare and present a project overview and deliver their product.
Car radios are a perfect example of mass customization
Several years ago, car radios were manufactured in a way that allowed the entire radio to be removed from the car in order to prevent theft. The problem was that the radio was heavy, and difficult to fit into a briefcase or a handbag. Furthermore, thieves grew wise to the fact that people would often leave the radios underneath the seats or in the glove compartment. They started to break into cars just in case.
A Parisian lady had the idea that it would be useful to remove just the front of the radio. Not only that, but she also took the time to patent the idea; and she took the concept to the manufacturers. The car radio engineers pointed out that the lady was not an electronics engineer, nor had she worked in the industry. However, beginning with some brave pioneers, the manufacturers eventually accepted the idea.
Today we all buy car radios with a façade that can be removed and carried in a small bag, or even in our pockets. The car radio manufacturers have benefited enormously. Today a manufacturer can build only three of four platforms, for many dozens of car radios. They have the perfect architecture, with the generic components isolated in the platform, and the customized parts and circuits set apart in the façade. How else would you know which parts to customize and which to keep generic? The customized parts are the ones that the customer can see or use.
Space plane and ejector risks
Risk is never a purely rational process, but is very much a question of perspective. When two options were evaluated for the safety of the astronauts in the case of a serious incident of the space plane, there were heated discussions about which option to choose. One solution was to eject an entire module, and the other alternative would mean ejecting three separate seats, one for each astronaut.
The chance of survival for each astronaut in the case of the single module was estimated at 90%, where as the ejector seats gave a chance of survival of 95% for each astronaut individually, but only 86% (0.95 x 0.95 x 0.95) for all three together. Thus, on the one hand it was better for the individual astronaut, and on the other there would be a smaller probability of tragedy. For if one astronaut should die, then from the mission point of view it's a failure.
But, what about the astronauts? The astronauts reply was unanimous. “If we have to pilot a fighter plane for ten years, there's much more risk than for one space plane mission.” “You do what you think is best for the programme.”
Heathrow T5 baggage handling fiasco
Everything went absolutely perfectly ... a role model project, until opening day.¬† As a project it was the biggest of successes, and the greatest of failures.¬†The¬†building had finished on time and on budget, and with¬†a surface area the size of Hyde Park, it is the largest building in the British Isles.¬†Heathrow Terminal 5 on its own would be the fifth largest airport in Europe.¬†
The British Airports Authority chose contractors with whom they had worked in the past and with whom they had a long term relationship. The contractors cooperated to identify risks with rewards for cost reduction, team work and safety. When there were problems, the integrated teams set out to optimize solutions in a spirit of cooperation and not of adversity.¬†For example, the roof supports, designed by Richard Rogers were 3 months late due to bad weather.¬†The teams had to re-schedule their work and modify the overall project schedule.¬†
Components were pre-assembled and tested for the first time before delivery, and then a second time on site.¬†For example, the baggage-carrying system was tested at the suppliers and installed 15 months ahead of schedule. So, what went wrong with the baggage-handling system on opening day?¬†It was at the root of the fiasco.
Baggage-handlers had trouble in accessing the terminal as security screening malfunctioned.¬†Some had difficulties in logging on to the new baggage system.¬†The first flights left without baggage.¬†Then, as staff struggled to clear the system, it overloaded and collapsed.¬†Meanwhile, flights waiting for passengers blocked incoming flights.¬†As frustration turned to anger, anti-aviation protesters cavorted around in conga lines.¬†
Later, passengers received a letter explaining that while "extensive testing and trials" had been carried out, there had been "significant problems".¬†The airline blamed the airport, the airport blamed the airline, and the baggage-handlers complained that they had not been adequately consulted, or sufficiently trained, and that they had tried to warn about the weakness in the back-up systems.¬†
But, who would think of involving baggage-handlers? "They are only operators." In fact, they are also "experts"! ¬†At last, a reason for ennobling people in their title? Ultimately, I think the T5 project and its¬†T5 Contract¬†will be remembered as a success. It certainly had an influence on the management of the London 2012 Olympic Games.
Enterprise Project Methodology
Organizations invest considerable sums to set up automated approaches to project management and considerable sums to install an enterprise-wide methodology, framework, and shared approach to project management. But, none of this will work unless staff members understand the methodology and above all want to use it. What’s often overlooked is that it is as important for the methodology to be appealing as it is to be understood, and the training course is an essential element to ensure that people know why and care why, as well as know what and know how. The effective management of change, growth and innovation is so important, that a training programme for an organizational methodology needs to be skilfully laid out and delightfully convincing. Each phase, activity, milestone, deliverable, role description must be integrated into the whole and related to the overall business purpose. And furthermore, people desire to know what is comprehensive enough to be effective, but concise enough to be interesting.
Capitalisation des exp√©riences de projets
Pourquoi c’est important
Oui, vous souhaitez améliorer la capacité de réussir des projets d’une manière qui est fondée sur des bonnes pratiques et également unique à votre organisation. Vous pouvez obtenir des retours sur investissement singuliers dans la gestion de projet, et pour cela l'un des meilleurs moyens est de capitaliser sur les expériences acquises au cours des projets antérieurs.
Il est évident et essentiel que les entreprises puissent s’appuyer sur leurs expériences de pilotage de projets. Ainsi elles gagneront un avantage concurrentiel redoutable en étant capables de proposer des cotations imprenables par la concurrence. Il est étonnant de constater qu’il est très rare que les entreprises arrivent à capturer efficacement les estimations, les risques et les informations provenant de projets antérieurs.
Apprendre et améliorer grâce à l'expérience est une activité qui se fait tout au long du cycle de la vie d’un projet. Même un petit investissement dans la consolidation des données des projets passés pourrai générer des dividendes énormes.
En améliorant votre gestion des risques, des estimations de durées et des coûts, des relations avec vos clients et la gestion des sous-traitants sur des projets, alors vous aurez acquis un potentiel pour devenir beaucoup plus efficace dans votre maîtrise des coûts et de la qualité.
Ce que nous faisons pour vous
Nous vous aidons à:
- comprendre les risques qui ont eu lieu sur les projets antérieurs afin d'améliorer votre capacité à effectuer l'analyse de risques et la gestion des risques sur des projets futurs
- évaluer et formaliser les estimations utilisées pour des projets antérieurs afin d'améliorer la fiabilité des données que vous utilisez pour estimer les coûts et les délais des nouveaux projets
- développer votre aptitude à définir des besoins mesurables, vérifiables et livrables, qui vous apportent une meilleure confiance dans la satisfaction des attentes de vos parties prenantes
- s'appuyer sur des structures de découpage de tâches adaptées, des affectations de tâches appropriées et d'obtenir des résultats plus fiables à partir des sous-traitants.
L’expérience démontre que vous pouvez améliorer votre habilité en management de projet par des facteurs compris entre 20% et 30% par la réutilisation de l'expérience acquise afin de bâtir une plate-forme pour des futurs produits et l'amélioration des processus.
Comment ça marché
1) Rassembler des informations provenant de toutes les sources possibles que vous pouvez rendre disponibles; des archives, des experts, des indicateurs de projet, des chefs de service, des dossiers de projets.
2) Structurer, classifier and codifier les données, de sorte qu’elles puissent être traitées, analysées et appliquées à des projets futurs.
3) Etudier et interpréter les informations afin de tirer quelques conclusions préliminaires et de planifier la façon dont les données peuvent être exploitées.
4) Produire deux documents: - un guide opérationnel sur le mode d’emploi et des conseils sur la façon d’utiliser les informations afin d’améliorer la gestion de vos projets.
5) Conclure par un enrichissement de la capacité de capitalisation de l'expérience de vos projets tout au long du cycle de vie, et non seulement à la fin d'un projet, quand il n'y a jamais assez de temps.
Integrate best Agile Practices into the Organisation
Agile project management practices have an immense potential to offer business benefits.¬†For this to occur, organisations must integrate agile project management into existing organisational processes and achieve a suitable blend with traditional project management practices.¬†
Good practices in project management includ:
Close customer contact (consumer contact, good patient experience, user testing, life-cycle management, experience-based design)
Multi-disciplinary teamwork and cooperation
Continuous integration and synchronisation
Iterative development and frequent releases
Timebox, sprint and design to cost constraints
Configuration, agile data and version management
Prototyping, simulation and user-based modelling
Prioritised requirments and product progress charts
Construcitve and creative team-based decision making
Good practice in agile project management provide business focus and a shared understanding of the project purpose, as well as building a high degree of collaboration and cooperation amongst developers and between developers and users.
For a management process to be effective it must be both attractive and operational (user-friendly, usable, useful and used.) ¬†Approaches (such as agile methods) that are cooperative, product focused and business driven can be effective because they appeal to business managers, directors, users and customers, as well as to technical and scientific staff, and project managers.
Download the document: ¬†Agile project management in practice ( error, missing document)
Activities and Exercises
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.¬†
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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This leadership instrument consists of a one page easy-to-use summary of a person‚Äôs leadership strengths based on self-assessment of relational-centred, ideas-driven, process-focused and action-oriented leadership styles.¬† Each style is broken down into two lines of five competencies, giving 8 dimensions and 40 competencies in all that form a composite set of project leadership skills.
An individual‚Äôs style of leadership governs how they relate to others when in leadership situations.¬† As leaders we have preferences for certain styles, in certain situations and we strive to adapt and to develop our style in terms of the changes in the situation and the needs of the moment. ¬†
Becoming aware of your own leadership preferences¬† helps¬† you to upon the most suitable approach to adopt, according to the challenges and the opportunities, and the expectations, hopes and aspirations of the people that you will lead.
This leadership instrument is based upon an all-round summary in eight dimensions:
Relational intelligence and people facilitation
Change management and constructive communication
Creative integration and strategic positioning
Clarity of orientation and resolute persistence
The art of leadership is about developing the best possible balance for the situation and the moment.¬†¬†
En tant que consultant j'apprécie une approche qui offre une valeur ajoutée :
Un intérêt capital de cette démarche, complémentaire aux autres dans le domaine agile et de gestion de projet entreprise, se trouve dans sa capacité de soutenir la transversalité, autant dans le sens verticale que dans le sens traditionnel interdisciplinaire, et du point de vue de la coopération entre partenaires, générations et culture.
En tant qu’équipe de développement nous attendons une démarche qui :
- permet de participer à fond dans la définition stratégique des projets importants et innovants, qui traitent des grands enjeux et qui contribuent à la réussite d’un ‘business case’ ou d’un ‘business model’,
- qui offre autant d’autonomie qu’une équipe agile normale dans l’organisation des priorités et la planification des sprints, mais davantage de contact et d’influence sur la stratégie globale,
- qui renforce les liens à des techniques les plus récentes et pertinentes en organisation de l’activité informatique,
- qui enrichie la culture de prototypage, de tests et de maîtrise des versions,
- qui permet de suivre des projets de bout en bout dès la gestion jusqu’à l’aboutissement,
- qui permet de « s’éclater ».
En tant qu'utilisateur je préfère une approche qui :
…donne des résultats, qui n’ajoute pas de jargon, qui n’est pas technocrate, qui n’oblige pas à maîtriser de la théorie informatique, qui n’impose pas de figer l’analyse, qui n’engendre pas de livraisons tardives, qui n’oblige pas une perte de temps, qui ne crée pas de surprises, qui n’engendre pas un esprit d’adversaires.
En tant que facilitateur je cherche des astuces qui :
…offre un cadre pour survolter le travail en équipe, qui privilégient le développement centré sur les priorités et les perspectives des utilisateurs, qui utilisent des modèles visuels et des schémas graphiques, qui s’appuient des méthodes de facilitation d’équipe et qui se concrétisent par des produits qui permettent de s’assurer que l’on se base sur une architecture fiable, que les opérations et les services sont intégrés et que les besoins globaux de l’entreprise sont pris en compte.
En tant que directeur je veux une entreprise qui réussit et pour cela :
…il faut qu’elle évolue de plus en plus vite ; et se mette sur une pente de constante amélioration, grâce à l’innovation et la capacité d’anticipation, et fondée sur les compétences mobilisées et engagées de chacun, en maîtrisant des nouvelles technologies, pour rester en tête face aux concurrents, qui sont de plus en plus compétitifs, sur des marchés de plus en plus juteux.
En tant que chef de projets je recherche des méthodes qui :
…ont fait leurs preuves et sont normalisées, sont bien documentées et accessibles dans le domaine publique, sont ouverts et exploitables, sont pragmatiques, et non théoriques, sont des bonnes pratiques qui aident à faire du bon travail, ne sont pas trop lourdes, sont adaptées au problématique, ne sont pas difficiles à mettre en œuvre, sont motivantes et attractives pour les praticiens, permettent de fédérer les acteurs, sont fiables et qui offrent éventuellement une opportunité de certification.
Sixteen thinking roles, guidelines and team observation tool.
Many people will be familiar with the six thinking hats of Edward De Bono. ¬†In this set of material there are sixteen thinking hats. The sixteen hats incorporate psychometric caps, such as those that are oriented towards relations, ideas, structure and action.
Other roles are the ethical angel, the devil's advocate, honest broker and the blue-sky thinker. ¬†All of these thinking roles are described and given cap colours.
The set of materials contains guidelines for applying the thinking caps in different ways, and a team obersevation tool to help you to observe and assess whether the thinking caps have been used suitably according to the challenges which you face.¬†