To turn ideas into successful projects, you’ll often need a catalyst.

You know you can go faster without doing all of the research, preparation and facilitation all by yourself, especially when there are tools that deliver proven results.


Sales Techniques

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.


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.


Innovation Challenge

Team creativity cannot always be called to order. 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.


Inertia gums up health care processes

In a production environment, improvement must be continuous and relentless. To stay world class a company must examine every problem, every constraint, every imperfection and diagnose, measure, analyse, brainstorm, design, implement and control everything from tiny improvements to major breakthroughs, constantly. 

In a service environment, every customer is an individual who may have unique needs. A word here, a smile there, a moment of opportunity well managed can make the difference, the unique selling proposition, beyond the competition in order to prolong the partnership. In the world of medicine, medical equipment and health services any changes can be lethal. Thus everything is thoroughly tested before implementation in order not to incur the risk of harm. But, habits get ingrained and die hard. 

A surgeon from one European country transferred to another European country. In the home country, when an experienced surgeon had finished with the main part of an operation, an apprentice would take over to finish the stitching whilst the expert took a break or moved on to the next operation.  Meanwhile, in the host country when the experts had finished the main operation, the experts had to do the stitching themselves, before taking a break. This took half as long again for an experienced and rare resource.  Providing less opportunity for breaks also increases risk, and furthermore reduces the opportunities for skills transfer to  apprentices. 

However, in the host country they were not ready to change. Such practices become ingrained and implicate a whole host of institutional factors.


False - Positive probability test

Risk and probabilities can flummox our reasoning.  Click on the page to move forward.


Thalidomide, Apollo and civic transport, projects and heroism

In 1960 Frances Kelsey was hired by the Federal Drug Administration for a small team of eleven physicians approving drugs.  One of her first assignments was to review the application to approve thalidomide for use during pregnancy.  Concerned about studies showing side effects, even though it had been approved in over 20 European and African countries, and also in the face of immense pressure from the manufacturer, Kelsey withheld approval and requested further tests.  Researchers later discovered that thalidomide crossed the placental barrier and had caused serious birth defects in infants.  Kelsey was given a presidential award for her heroism. As a result of her courage, drug trial reforms were introduced from then onwards, imposing stricter testing and proof of effectiveness prior to approval.

It is perhaps rare that the actions of one individual in a project can have quite such a life-enhancing effect.  But there are other examples of one person’s convictions and determination winning over an entire administration.  During the Apollo project a plan, proposed by Tom Dolan, for a "Lunar Orbit Rendezvous" was promoted by John Houbolt, described as a “voice in the wilderness”, and no doubt much worse, because he was one voice against many.   
"Thousands of factors contributed to the ultimate success of Apollo, but no single factor could have been more vital than the concept of ‘LOR’. Without NASA's adoption of this stubbornly-held minority opinion, the United States may still have reached the Moon, but almost certainly it would not have been accomplished by the end of the decade."  Sometimes, you have to be the crazy "lunatic", the death or glory woman or man.
The early 1990s was a particularly busy time for mergers and acquisitions. With a merger announced between a large French car company and a famous Swedish manufacturer, the writing was on the wall for a French civic bus project, due to the presence of a similar project in the Swedish part of the new group.  However, the project manager refused to accept that this project to supply customers with a specially designed capability for wheelchairs and prams should be stopped.  In fact, the entrance platform of the bus had been engineered to be at the same level as the pavement.  
Not surprisingly, his obstinacy was given short shrift and he would not have been able to hold out for long.  But suddenly the merger snapped, and the project manager was proclaimed as a hero.  Project management can feel like all or nothing on occasions.


Formation en management de projets, les fondamentaux

Atteindre les délais des projets, respecter les budgets, satisfaire les besoins des clients, répondre aux objectifs et respecter les exigences réglementaires
Les projets sont devenus si cruciaux pour l'innovation et le changement que les organisations peuvent atteindre des gains plus importants grâce à des investissements en gestion de projet que dans presque n'importe quelle autre activité de l'entreprise. Toutefois, les projets sont complexes, et présentent des défis uniques, ce qui signifie que le développement des compétences, l'adoption de bonnes pratiques et l’intensification de la coopération entre métiers ne se terminent jamais.
Cette formation présente des bonnes pratiques applicables à tout projet. Elle est adaptée à des chefs de projets chez des clients, des sponsors de projets, des chefs de projets chez des fournisseurs de prestations et des membres des équipes projets.
      Utiliser des bonnes pratiques en management de projets pour tirer la meilleure partie de vos projets
      Optimiser l’organisation et la mise en œuvre au sein des équipes et entre les partenaires du projet
      Intégrer la gestion des contenus du projet, les délais, les coûts, les risques, la qualité, la communication et la satisfaction des parties prenantes
Ian Stokes a une grande expérience en gestion de projets dans de nombreux secteurs industriels où le changement et l'innovation sont des facteurs clés de la réussite. Il a été consultant, animateur et chef de projet, directeur des méthodes et de la qualité, et formateur au sein de grandes et de petites organisations.
Etudier la nature d’un projet et de la gestion de projet 
- Développer un aperçu de la nature de la gestion de projets
- Comprendre le rôle des chefs de projet
- Reconnaître les enjeux typiques d’un projet
Identifier les causes des réussites et des échecs des projets  
- Etablir une démarche projet pour atteindre des résultats plus maîtrisés
- Schématiser la logique d’un projet
- Comprendre le cycle de vie et les étapes de processus
Définir les limites des projets dans un but d’atteindre les objectifs opérationnels  
-          Décrire et positionner le projet, rendre explicites les facteurs clés de réussite, préciser les objectifs principaux et évaluer les risques
-          Définir le périmètre du projet, le calendrier, le budget et les objectifs les plus importants
-          S’entendre sur ce qui détermine des résultats satisfaisants et la façon dont la qualité sera mesurée et gérée
Etude de cas: définir une mission pour le projet (charte, lettre d’opportunité)
Effectuer une analyse des parties prenantes, des risques et des avantages
- Analyser l'influence, le soutien et l'impact sur les principaux acteurs et parties prenantes
- Analyser les risques et identifier les stratégies de réponse
- Préparer un plan de communication afin de gérer les avantages et les attentes de la clientèle
Exercice: effectuer une analyse des parties prenantes et une analyse des risques, produire un plan de communication et un plan de gestion de risques
Structurer et organiser le projet
- Développer la structure de découpage et de répartition du travail et définir des lots de tâches
- Affecter des responsabilités en utilisant une matrice de responsabilité
- Développer des stratégies visant à établir l'estimation du coût global et la durée estimée du travail 
Étude de cas: Mettre en place la structure de découpage des tâches
Élaborer un plan projet pour ploter le projet
- Développer un plan de projet suffisamment compréhensif pour gérer le projet
- Définir les principales activités du projet, déterminer les dépendances et établir le chemin critique
- Planifier un calendrier en fixant des échéances claires dès le début du projet
Exercice: comprendre les méthodes d'analyse du chemin critique
Étude de cas: bâtir le plan projet, chiffrer le budget du projet et les plans subsidiaires, et établir un référentiel pour le projet
Développer son style de management pour obtenir des meilleurs résultats au sein d’une équipe projet
- Reconnaître les styles individuels qui contribuent à un travail d'équipe efficace
- Développer les attributs du travail d'équipe qui facilitent la haute performance
- Comprendre la gestion d'une équipe tout au long du cycle de vie du projet
- Découvrez des techniques pour résoudre les conflits et gérer la pression dans une équipe de projet
Exercice: travail en group sur le développement d'une équipe et la gestion des conflits
Gérer efficacement un projet, contrôler son avancement vers les résultats visés et maximiser le retour sur investissement
- Mettre en place un format et un processus pour formaliser les demandes de modification, les problèmes et les incidents
- Explorer des critères pour la prise de décision et mise en œuvre des changements
- Gérer efficacement un projet et maîtrise l’avancement afin d’atteindre les objectifs
- Évaluer et gérer la performance du projet à intervalles réguliers
Étude de cas: décider des réponses appropriées aux demandes de modification et gérer l'avancement du projet
Élaborer des principes et des méthodes pour gérer les partenaires (gestionnaires, collègues, fournisseurs) pour optimiser l'équipe de travail du projet
- Développer les bonnes pratiques pour l’externalisation des tâches projets
- Utilisez des jalons, des méthodes, des mesures et des revues, pour rendre plus visible l’état du projet et pour piloter la réalisation des livrables 
- Etablir et développer des compétences en communication pour améliorer la coopération en équipes de projet
- Analyser les forces et les faiblesses, les opportunités et les menaces à l'objectif essentiel
Débat de discussion: gestion et organisation des partenaires des projets
Focaliser sur les démarches qui permettent d'améliorer et d'accélérer vos projets
- Évaluer les initiatives émergentes pour l'amélioration, l'accélération, l'optimisation et la gestion du périmètre du projet, les coûts et le délais
- Élaborer des tactiques pour optimiser la gestion personnelle du temps et des motivations
- Identifier et répondre aux motivations divergentes des individus dans l'équipe
- Adopter une communication appropriée et des répondes adaptées pour gérer ces différences
Exercice: réponses à un questionnaire d'auto-évaluation
Clore bien le projet, repérer rapidement des échecs potentiels, et capitaliser les réussites
- Clôturer le projet en tenant compte des bases contractuelles, réglementaires et administratives
- Apprendre de ses réussites et de ses échecs, développer la maturité en conduite de projets 
Exercice: revue de la clôture du projet à partir de points de vue différents
Méthode pédagogique
Le cours est base sur une étude de cas, deux autres cas, des activités et des jeux pédagogiques.
3 jours
Avantages de la formation
-          Une solide fondation en management de projets
-          Des compétences et des comportements associés à des bonnes pratiques
-          Une confiance renforcée dans la maitrise du cycle de vie du projet
-          Des échanges entre des participants d’expériences différentes
-          Des idées enrichies et développées
-          La pratique de méthodes concrètes

En français

La pratique des méthodes agiles dans le contexte de l'organisation

Les méthodologies agiles sont souvent évoquées, et pour bonne raison: car ils ouvrent la voie vers une nouvelle façon de travailler, mieux adaptée à une économie basée sur l'information.

Toutefois, il existe un écart entre la façon dont les développeurs parlent de l'agilité et ce dont l'organisation a besoin pour le faire fonctionner dans la pratique. Ce document explique la pratique de l'agilité à ceux qui seront responsables pour apporter des résultats.


Télécharger le document, l'agile en pratique ( pratique agile.pdf fichier manquant )

Notre métier consiste à aider les organisations à intégrer les pratiques de l'agilité dans leurs démarches actuelles et ainsi de réaliser des gains significatifs en vitesse, en réduction de coûts et dans la satisfaction du client, des résultats financiers au rendez-vous, ainsi que le soutien des développeurs.



agile integration project management business value stakeholder facilitation methods

Stakeholder Facilitation Methods

stakeholder facilitation methodsYou 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.

Integrate best Agile Practices into the Organisation

agility integration

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)

Build on a Business Case

Build on business case

A good Business Case is provocative, politically astute, practical and purposeful.  It enables a group of cooperating individuals to initiate an endeavour and to progress it constructively.

People are always searching for a suitable approach. In fact, there are many different ways to go about it. This document is made up of templates that each address a particular angle on the Business Case.  You'll only need some of them.  And they should help you to improve your checking, thinking, planning and doing.

Here is the document: Build a Business Case Templates

Not all is self-explanatory, and you are welcome to request a version with all explanations:

irstokes @ metanaction . com

Project Facilitation Tools and Methods

You need a variety of techniques, tools, methods and models to facilitate the workshops and decisions that take place during a project, because almost anything can happen and you need to be prepared.

The tool bag helps you to manage your peoject, 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 during a project for many reasons: solutions scoping or development, requirments elicitation, project review meetings, joint reality checks, joint decision making.
A meeting or a workshop must be organized with care and imagination, if it is to be effective
and make good use of time, generate energy and stimulate participation.
Here is a document to download that can serve as a workbook throughout a project: Project Workbook
Here you can download examples of activities and exercises (lien a corriger) to use.
Training Activities for Project Management Skills and Principles, Methods and Techniques, Innovation, Value and Performance, published by Ashgate can also be purchased as a three volume set.  
Micro-projects can also be purchased at Training Zone, Tower Books and from Amazon.

Report on use of agile technologies to improve government IT performance

This report was published in March 2011 to encourage a new approach to IT development in UK government.


Construire sur un cas d'affaire

construire sur un cas affaire

Une bonne analyse de rentabilisation est provocatrice, astucieuse politiquement, pratique et practicable. Elle permet à un groupe d'individus de coopérer entre eux et d'avancer ensemble de manière constructive. On est toujours à la recherche d'une approche adaptée.  En fait, il existe de nombreuses façons d'entreprendre et de représenter une telle analyse.  Ce document est composé de modèles qui apportent chacun un aperçu particulier du Business Case.  Vous aurez besoin de certains d'entre eux, mais pas tous. J'espère qu'ils vont vous aider à améliorer vos veilles, réflexions, créations et mises en oeuvres.

Voici le document: Construire un canevas d'affaire

Je suis à votre disposition si vous souhaitez acquérir des explications complémentaires:

irstokes @ metanaction . com

Outils et méthodes de facilitation de projets

outils de facilittion de projets

Vous avez besoin d'une diversité de techniques, d'outils, de méthodes et de modèles pour animer une équipe, prendre les décisions qui s'imposent et réussir le projet.  Tout peut arriver et vous avez besoin d'être préparé.   

Cette boite à outils vous aide à gérer votre projet, de planifier et de livrer vos ateliers, à utiliser des méthodes créatives de résolution de problèmes, d'echauffer des sessions de travail en groupe, de mobiliser et d'alimenter le groupe en énergie, de promouvoir la qualité et de soutenir la prise de décisions.

Vous pouvez vouloir animer un atelier lors d'un projet pour plusieurs raisons, comme par example: définir la portée ou le contenu du projet, spécifier les besoins fonctionnels, pratiquer une revue de projet, réaliser une vérification de l'état d'avancement, ou prendre des décisions collectives.

Une réunion ou un atelier doit être organisé avec soin et imagination, afin d'être efficace, de bien utiliser le temps disponible, de générer de l'energie et stimuler la participation. 

Voici un premier document à télécharger qui peut servir comme un cahier de travail lors d'un projet: Cahier de travail.

Ici vous pouvez télécharger des activités et des exercices (lien a corriger) à  utiliser

(signalez moi au irstokes @ metanaction . com si vous êtes intéressés par des versions en Français.)

Des activités de formation en gestion de projets (version anglaise), Skills and Principles, Methods and Techniques, Innovation, Value and Performance, sont publiées par Ashgate et sont aussi disponibles pour acheter dans un ensemble de trois volumes.

Micro-projects est une autre publication disponible aussi chez Training Zone, Tower Books et Amazon.

Si vous êtes intéressé par des versions en Français de ces matériaux, n'hésitez pas à me contacter avec le formulaire de contacts.

L'intégration des méthodes agiles au sein des organisations

agilité intégration

Des approches agiles en management de projets offrent aux entreprises un potentiel énorme. Pour en profiter de manière réaliste, les organisations doivent intégrer les aproches agiles au sein de leurs processus organisationnels existants et ainsi obtenir une fusion convenable avec les pratiques traditionnelles de gestion de projets.

Des bonnes pratiques en gestion de projet comprennent:

  • Un contract de proximit√© avec les clients (le consommateur, la bonne¬†exp√©rience des patients, des tests par les utilisateurs,¬†la gestion du cycle de vite des projets,¬†la conception √† base de l'exp√©rientiel)
  • Un travail en √©quipe multidisciplinaire¬†et coop√©rative
  • Une int√©gration continue¬†des composants¬†et une synchronisation des modules
  • Des versions it√©ratives¬†et fr√©quentes en d√©veloppement
  • Des 'timeboxes',¬†des¬†sprints et¬†une conception √† co√Ľts et d√©lais objectifs
  • Une gestion de la configuration, une architecture modulaire¬†et¬†une¬†ma√ģtrise des versions
  • La mod√©lisation,¬†le prototypage et¬†la simulation bas√©e sur les besoins des utilisateurs
  • Des besoins prioris√©s¬†et des graphiques¬†de l'avancement¬†des produits
  • Une prise de d√©cisions en √©quipe constructive¬†et cr√©ative

Des bonnes pratiques en gestion de projet fournissent une orientation métier et 'business' et facilitent une compréhension partagée des objectifs de projets, ainsi que la construction d'un haut degré de collaboration et de coopération entre les personnes techniques et scientifiques et les clients.

Afin qu'une démarche de gestion soit efficace, elle doit être à la fois attractive et opérationnelle (conviviale, utilisable, utile et utilisée). Des approches (telles que les méthodes agiles) qui sont coopératifs, ciblées sur des résultats tangibles, et axées sur les activités sont efficaces parce qu'elles s'appuient sur les besoins des dirigeants, des utilisateurs et des clients, aussi bien que le personnel technique et scientifique, et les membres de l'équipe projet.
Voici un document au sujet de la pratique des méthodes agiles qui vous pouvez télécharger:  Pratique des méthodes agiles ( erreur, fichier manquant ! )

Experts may not be Aware of their own Bias

Projects need experts.  Technological and scientific development depends upon experts.  We expect experts to bring the knowledge to support decisions.  However, experts on a subject are especially vulnerable to cognitive bias.  Experts are brilliant, but biased.  Furthermore,the more we know, the worse we may be at communicating that knowledge.

As experts we may have a tendency to overvalue what we know, what we have researched and what we value. We may find it difficult to question our own assumptions, to adopt a different perspective, to break with beliefs that define our very identity.  When experts debate a controversy they bring their social perspective to bear on the issue.
As experts we are likely to cede to the effects of illusion and distraction, because we tend to see what we want to see. We are less open to the unexpected and more able to construct a logic that justifies our convictions.  This all means that there is ego involved, and thus as experts we can be less subjective than those with less knowledge.
All of this goes to show that an expert is not an expert unless aware of the phenomenon of cognitive bias.  Why is this?  Because an authentic expert must be able to question belief and to adjust as knowledge expands.  Future knowledge is like the dark matter in the universe or the black in the stage set.  Though we don’t understand it yet, it is present and part of reality, though beyond our orbit of understanding.  In other words, a real expert might hold the view that there is more that we don’t know than we do know.  
Here are further quotes from Max Planck, a theoretical physicist at the origin of quantum theory:
1. “A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it”
2. “We have no right to assume that any physical laws exist, or if they have existed up until now, that they will continue to exist in a similar manner in the future.”
3. “Science cannot solve the ultimate mystery of nature. And that is because, in the last analysis, we ourselves are a part of the mystery that we are trying to solve.”



And here is nearly another quote, although I cannot trace its source: "When there’s a scientific or technological breakthrough, experts first deny it’s requird, they then deny it’s effective, then that it’s important, then that it will justify the effort; until lastly they accept, enjoy, attribute it to themselves and deny the existence of 1 to 4."

Estimating games

Estimation boy

10 estimating games of all kinds that help you to develop deeper understanding of this vital business and relational skill


Preview project games

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. 


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’


Learning Method

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.  

Echanges de liens du webmaster

Echange de liens ( pour optimiser référencement ) avec le réseau des sites web gérés par l'agence web de l'Espace Informatique de Vincennes et business app creator :

Cathedral builders, stonemasons and stone-cutters

A horse-rider in Medieval Europe, seeing a man chipping a stone by the side of the road - tac  tac  tac - stops and asks. “Why are you doing that?”   “I’m cutting this stone”, says the man, “because I’m a stone-cutter.”


Further on the rider meets another man, chipping away at a stone - tac tac tac.  “Why are you doing that?” says the rider to the man.  “I’m carving this stone”, says the man, “because I’m a stone-mason. My profession is to craft and carve stones.”


When the rider meets a third man, chipping away - tac tac tac - the rider asks once more:  “Why are you doing that?”  “I am a sculptor”, says the man, ”We are building that cathedral you see beyond.”  


Then the rider says to the man,” When you have finished, please come and join our network.  We create, renovate and sustain cathedrals!”


Well, I added that last sentence to the famous old story to remind us there will always be more to think about as we evolve our technologies, design, skills and beliefs. In many ways, perhaps, our management practices are still in the stone age.


Maitriser les gains dans un projet

maitriser gains

champs dialogue

business case APMG

cartographie des gains

modele economniques

pieges et remedes


Estimating Games

Estimating Games


Straw Game Micro-Projects

Straw Games

5 EUR : Ian Stokes, Project Leader and Advisor

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