Title:search

Project Management Business Value

Project Management Business Value

The Business Case in Project Management 

Le cas d'affaires en gestion de projets 

Formation en Management de Projets, les Fondamentaux 

Formation en Analyse Métier et Etude Entreprise


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Three optical illusions

Do you like optical illusions ?  Don't worry, these are not hard on the eyes.


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Project Sponsorship

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.


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Decision Workshop

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.

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Haussmann’s Paris for service oriented architecture

In 1852 Napoleon III asked Baron Haussmann to take charge of the renovation of Paris. At that time many parts of the city were like a rat warren of festering alleyways. 
Contrary to what springs to mind, Haussmann’s Paris was largely built up by private entrepreneurs. The design of the new Paris was a great example of urbanisation, this very contemporary term used to describe an enabling and resilient architecture. 
 
Each building was to be built to a height of six storeys, plus the rounded roof at the top, of 45°. Entrances were at street level: no steps going up or down.  Thus, now in the 21st century, a pram of a wheelchair can enter without constraint. And less exultantly, Napoleon III’s armies could proceed unimpeded deep into the heart of the rebellious city.
 
Military prowess was not Napoleon III’s forte. On the field of battle, he was second best to Napoleon I, or more crucially to Bismarck of Prussia. But, for 'urbanisation': peerless. A ‘Service Oriented Architecture’ in a French technology centre could be described as urbanisation. Like Haussmann, with a few simple rules, you can lay down the foundations of a harmonious architecture and like Haussmann, define a legacy.

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Universal challenges of managers with Tsars

The trainer in project management stood before a room of twenty Russians in a city two hours East of Moscow by plane, near the birthplace of Tchaikovsky and home to the Kalashnikov factory, a city of onion-domed churches and warm convivial cafés, whilst outside in Winter it can touch -40C. 

The Russians present were tough oil-industry workers, from as far away as 8 hours drive through the silver birch forests. In the winter snow the silver glistens white on white. The twenty Russians were solemn. The interpretor had just translated the vital importance for a project of a committed sponsor, and above all the critical skill of a project manager of managing upwards for the project’s vision, success factors, risks, performance indicators, and key decisions to be clarified on time.

And the Russians looked like stone, the atmosphere sullen. Russians can take a while to warm up, especially with icicles being scraped off the overhanging roof and a naive head office consultant standing in front of them imploring them to listen. Later on in the week this Russian group will become effusive and soulful. But, for now the ice needs to be cracked. 

In Russia the top manager is like a Tsar; so the trainer tells a story. "This is how it is in Western Europe: When you want to communicate or sell something to a top manager, you have to call them 50 times. And they won’t be there. The manager will be in a meeting, then on the phone, then not to be disturbed, then away on a mission. And then after many calls, you’ll ask to speak to the assistant. And the assistant will be busy on the phone and not to be disturbed. And then one day, maybe after twenty calls, you’ll manage to speak to the assistant. And you’ll treat the assistant with lots of respect, explaining the reasons for your call and why it’s important. And then one day the assistant will open the door to the top manager." "How does it work in Russia?" A big guffaw from the group: “That’s how it works in Russia.”  They’ve warmed up. Perhaps, we’re not so different after all.

The Russians like to test your mettle.  "Who are these flashy consultants with their fancy methods, thinking they can tell us what to do?" Dogma will get you nowhere. You have to respect a proud culture; and all cultures are proud.  The Kalashnikov AZ47 was a wonder project; it includd a work breakdown structure with cost and value analysis for every work package.

Next course, in a famous town near Kazakhstan, the top manager was a poet, a latter day Pushkin. Everyone roared as he recounted his verse, in Russian. "What is it this time? This not work in Russia?"  "This project was successful because in 1947 we had one project manager, Josef Stalin."  Eyes looking down, eyes looking up, heads shaking, shoulders heaving with mirth, red faces, glee; not one person's body language like another. 

"Surely Stalin was the sponsor, not the project manager?"  "He was the project manager!"  More laughter.  "Then why was the AZ47 project finished in 1948?"  Red faces turn gleeful, and glee goes red. 


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Monty Hall Problem

The Monty Hall problem is very famous.  It appeared in a game show and was then used as a brainteaser by Marilyn vos Savant in the New York Times.


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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 !


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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.


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Stories



Stand up and stretch to reach the goal

Stand up, reach high with your arms and try to touch the ceiling! 

If you are tall enough and if the roof is low, you’ll be able to touch it; or at least you will if you stretch. This is like a stretch goal.   Of course, if you have a high roof, you’ll need a chair. And if the ceiling were really high, you’d need two chairs, which might start to wobble, and then you’d really have a stretch goal. Add more chairs and the cord that connects you to reality would break. 

Stretch goals are similar. It’s the skill of a maestro to pitch the goal at just the right level to combine 'attainable' with 'ambitious' and 'audacious'. When the Toyota Prius was being developed, the bar was raised more than once during the project. The project end date was brought forward by a year on a four year project. The target for engine power was doubled. 

It must have been difficult for the team to believe in these stretch targets. But the sponsor was able to say “I know you can do it, and if you don’t, it will be my responsibility!”


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Customers go a long way to explain what they need

“From now on we are going to work as team, and we are going to listen to our customers.” “Wonderful! But tell me: What were we doing before exactly?”  

“What does it mean to listen to customers?   Isn’t that the job of marketing?”   Marketing does customer surveys, sales promotion, advertising campaigns, market research, market segmentation and product branding. But, customer focus be the unique responsibility of a single department. Customer focus is too important to be left to marketing

Although the best companies have an engineering bias, they usually succeed in instilling a feel both for the customer and for the market throughout the company. At a car company, the story goes, engineers used to say, “You have to deserve one of our cars.” And in the next breath “The customer should understand our problems.” 

A story relates how taxi drivers would ask for more space for the passenger in the back seat. “There has to be space for the luggage.” “The luggage goes in the trunk (boot) sir”, replied the clever engineers. But, passengers don’t want their luggage in the trunk. It’s less convenient. It’s less safe. It costs more! 

Ten years later, the same car company could produce a new car based on an existing chassis in a mere nine months. Its advertising proclaimed “The car that the customer designed”. 

Sitting in a taxi for fifty minutes between a hotel and the airport is an ideal opportunity to listen to the needs of the taxi driver. For fifty minutes he describes needs that have still not been satisfied in the car that he drives. And for half of that time he talks about the functionality he gets with the competitor’s car. With customer satisfaction, there’s always a long way to go!


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Lean development turns sickness to revival

The MIT Massachusetts Institute of Technology study ‘The Machine that Changed the World’ was described as too good to be true (3 times as quick, 3 times less expensive and much better quality.) The "machine" was TPS the 'Toyota Production System', the subject was lean development and lean production in the Japanese car industry.  And the story of success was about TQM Total Quality Management, not to mention target costing, ‘kanban’ just in time, poka-yoke (mistake proofing) and ‘keiretsu’ networks of cooperating contractors.  

At that time, quality management on the most efficient European car (i.e. BMW) was costing more than an entire Japanese car (Lexus).  Inspired by Deming’s precepts, quality in Japanese cars was being built in from the start of the project, whilst quality in European and American cars was still an afterthought. An American delegation visited Japan to resolve the problem. Led by President George Bush Senior, the goal of the representatives from America’s three big car companies was to convince the Japanese that they should buy more American cars. 

The American president was unlucky. Suffering from a bout of gastroenteritis he vomited on the President of Japan, before fainting. Needless to say, this did not persuade the Japanese to buy American cars. But, the Japanese have a tradition of politeness. (In fact, they are typically very intelligent islanders, with a flag that’s red on white like the English, and they also drive on the left ;-) 

They wished to suggest – ever so politely – that if the Americans could start to put the steering wheel on the 'right side' of the car, then perhaps they could start selling more vehicles in Japan.  Certainly, there was a small niche market for the iconic American car, to cruise Main Street in the 1950s James Dean image. Perhaps, there was a niche market for people who wanted to drive on the wrong side of the road ;-)  

But, in the end you have to really listen to the customer, genuinely. The Europeans were no better. There was a strong smell of denial. After first explaining that the Japanese results were better only because they worked all night long like ants, a few pioneering companies at that time, realizing they had no choice, started to introduce the changes that made a difference: platform teams, simultaneous engineering, partnerships with suppliers. And it worked!

In a short time, those companies led the pack in their ability to manufacture cars cheaply and effectively. Other car companies started to believe there might be something in the Japanese 'TPS' approach. When a company in your own market starts to do something so much better, there is really no point to denial. 


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Feeding a user’s desire for change

At a venerable old insurance company, the technologists were striving to keep up with the times. Indeed the opportunities for technological advantage were immense – instantaneous quotations, systemic risk analysis, on-line document handling, screening processes. 

Every single key opportunity requird some user input, usually from an underwriter. An underwriter’s job is to re-insure risk and some of those risks are highly unusual – like reinsuring a sire horse. Meanwhile, many of the underwriters were old-school and the culture was long-established. When asked to participate in a strategic project by a department of twenty-five software developers, the reaction of the user was just as traditional: “I’m an underwriter, I don’t touch keyboards.” 

Nevertheless, involvement was secured in the end. An appetizing buffet was organized at lunch time and the prototypes of the new and evolving software modules were demonstrated during the buffet session. It was quite easy to provide better food for the buffet than what was available in the company canteen downstairs.


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Learning opportunities from cans to photocopiers to trains

A Japanese manufacturer of printing equipment and photocopiers set itself a most challenging goal: to design a desktop photocopier at a mere 5% of the cost of the standard office photocopier. Naturally, the company engineers thought that management had taken leave of their senses. How could the project manager get his team to believe that the task was possible? 

Inside a photocopier is a round cylinder, called the drum. It’s the most expensive item and can be considered as the key cost driver. The project manager turned a can of soft drink over in his hands at the next project meeting. He held it up. “What do you think is the cost of this?”  

Now the team knew for sure that management must have lost its collective head, again. "They think that they can put a soft drinks can inside an instrument like a photocopier."  “No”, said the project manager, “All I’m asking from you is to reduce the costs of the drum to one twentieth. The price of this aluminium can is only one ten thousandth of the cost of one of our drums”.  From that point onwards, he had started to win the team around. 

At another factory, making trains, the Japanese guru of quality management looked at the massive machine used for assembling the wheels. Two great blocks rose on each side of each wheel, clasping the large discs into position. Rods fastened the flanks into place. He was pensive.    “Have you ever looked inside a photocopier?”  Stupefaction was all around. “We don’t make photocopiers here”, was the reply. 

In a consumer products company, making soft drinks, the operations director was present as the consultant told a story about a company manufacturing rail equipment that had succeeded on a project against all the odds. The experience illustrated that leadership on projects could take place at all levels. Unfortunately, the director stormed out half way through the presentation. “Doesn’t this consultant understand”, he exclaimed, “We’re a soft drinks company. We don’t make trains!”  ! ! !


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Exceeding expectations can take you a long way

Quality always means satisfying clients, and usually implies meeting expectations.  You could argue that going beyond satisfaction and exceeding expectations would be too expensive. After all, if you spend on one thing, you may have to sacrifice something else that’s essential. On the other hand, if you are in a service business, exceeding expectations - extra attention to detail, a word at the right time, a sympathetic ear, the ‘moment of truth’ - may be the right way to stay in business. 

One airline’s notorious chief executive insults customers, makes them pay for extras, and denies them free access for calls of nature, but gets a payback in publicity. Another company knows that to give a glass of best champagne to a business class passenger at the end of a busy day can make all the difference between ‘ordinary’ and ‘distinguished’. And the tourist class passenger getting the same champagne has a warm feeling of value for money. But, it’s not the ‘cru’ or the brand of the champagne that costs the airline; it’s the weight. And luckily, there’s a curtain between business class and tourist class. 

The partitions themselves, between sections in an airline used to be fixed. Allowing a moveable partition increases value to the airline and actually reduces cost for the manufacturer. But first you have to appreciate that the aircraft flies on different routes at weekends.  When a Dutch airline asked for higher doors inside the planes, the manufacturer did a double take. “Well, that will be half a million dollars per item. And why would you want that?” You have to see things from the customer’s (tall) perspective. 

Toilets may not seem too important in the design of a plane, but they cause major upsets. A plane en route from Europe to the Far East was forced to land in Karachi with all its facilities blocked. The next time the operations director talked to his counterpart at the manufacturer, toilets were top of the agenda, even ahead of cockpits. Development expenditure could be re-aligned with customer expectations. 

Even a smile from a member of the cabin crew can exceed expectations. But, how do you build that into the business model? Airlines know that they can be cheap and cheery, or cheap and classy, as well as cheap and boorish. They can influence expectations; they can choose to meet or exceed expectations. And they must satisfy customers if they want a slice of repeat business.


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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.

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En français

Il n'y a pas d'actions plus efficaces au sein d'une organisation que d'investir dans la gestion de projets.  Il n'y a aucune autre domaine qui offre un rendement aussi important.  Dans une région et un environnement de forte valeur ajoutée l'amélioration permanente de l'aptitude pour l'innovation et l'évolution de produits, de processus, de systèmes et de services s'impose comme un impératif. Et pourtant, traditionnellement c'est l'une des activités de l'organisation la moins investies; parce que la maîtrise des projets n'est pas une chose facile.  Vous pouvez découvrir ci-dessous quelques'unes de nos formations, des méthodes et des idées d'innovation et d'évolution de l'art de gérer des projets :


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Project Business Case - Why and How

If there is no business case for a project, or if the business case is not up to the job, there are a number of problems that arise, concerning governance, team empowerment and the use of effective measures:
 
-          The costs of the project become much more obvious than the benefits, and this means that without the perspective of value for money everything starts to seem expensive.
-          The ‘Return on Investment’ measure, which has been poorly defined, nevertheless attracts disproportionate attention due to the absence of other measures.
-          Generally speaking, easy to measure but less important indicators receive more attention than important but difficult to measure indicators.
-          Contacts between the team, team leaders and management are weakened because the visions, the justification and the strategy for the project are not clearly defined.
-          Team members, who are deprived of access to key information necessary for making the day-to-day decisions, are less empowered and less responsive to project events.
-           Motivation in the team is diluted due to the lack of meaning that would otherwise derive from understanding the greater purpose and vision for the project.
-          Governance of the project relapses and decision makers lose accountability, because the baseline for decision making is neither formalised, nor communicated, nor agreed.
 
These are some elements to includ in a business case (source APMG Prince2 and Solution Matrix):
Executive Summary (with financial and non-financial benefits and counter-benefits)
Purpose and Context
Scope and Limits,
Assumptions and Constraints, and Methods,
Strengths, Weaknesses, Opportunities and Threats
Scenarios and Comparisons (with Benefits and Counter-Benefits)
Sensitivity Analysis, Contingency and Risk Analysis
Critical Success Factors
Conclusions and Recommendations

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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


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Thank you for your purchase!

your games bag

If you have any questions please contact irstokes@metanaction.com,

mobile phone number +33 681 765 539


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Project Leadership Skills

Purpose

Learn critical skills in the areas of leadership, communication, negotiation and motivation, and be able to develop the ability to apply these in practice

 

Overview

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.  

 

Participants

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.

 

Objectives

  • 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

 

Instructor

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. 

 

Programme

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.

Personal Styles

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.

Conflict management 

 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

Intercultural Communication

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. 

 

Learning Method

The course uses active learning, participation through discussion and debate, self-evaluation questionnaires, role-plays and feedback, as well as team activities and games

 

Duration

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

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Build on a Business Case

build on a business case

Business case templates
Canevas business case
Project ventureship approach 
Maîtriser les gains dans un projet
 

 


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Methods in Action



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Business Case Canvas Toolbox

 

Business Case canvases

If you wish to develop your project or entrepreneurial business case as a team, this resource offers you 42 canvases.

6 EUR

Preview project games

In order to work effectively on projects and innovation, teams need skilled people who are able to cooperate effectively, willingly and with enthusiasm. 

A business case canvas can help people to work together and to benefit from their different skills, expertise and perspectives.  Writing a business case with teamwork is enjoyable and thorough.

In this toolbox are 42 canvases, 6 different ways to work on aspects of a business case in groups and suggestions for team roles and team participation.

 


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Transversality Game

Transversality game

The transversality game can make a great contribution to an organisation that is improving the ability of its staff to work effectively across organisational boundaries.  This product offers you a method (the transversality index), a tool for thinking about transversality and a game that puts the stress on cooperation under pressure.

4 EUR

Preview project games

Transversality is a word used for working across functional boundaries, for integrating disciplines and even for working in inter-cultural teams.  Usually transversality suggests horizontal communication and cooperation.  The skills of working across boundaries are just as important vertically up and down the organisation, and between different organisations. In all of these cases, an effort is necessary to understand the other parties and to invest in collaboration.

This activity is about teams that must share resources in order to succeed, but the resources are not evenly distributed. The teams must bother compete and cooperate, which is similar to many kinds of business situation and human interaction. A number of different variants are suggested to help you adjust the concept and use the game in different ways.  

There are two other resources contained within this product that can help to develop the theme of transversality: a transversality matrix to explore and develop the different kinds of actions that stimulate and encourage transversality; and guidelines for how to create a transversality index, quiz or questionnaire within an organisation based upon different people’s understanding of the constraints and contributions of other departments than their own. 

 


240



Distance Game

Distance Learning Game

19 EUR


244



Project Process Maturity

Project Process Maturity

5 EUR


245



Strong Matrix

Project Matrix

2 EUR


246



Project Management Obstacles

Project Management Blockers

2 EUR


247



Leadership Preferences

Project Leadership Preferences

4 EUR


248



Motivation Exercise

Project Motivations Exercise

2 EUR


249



Energizing Activities

Team Energizers

4 EUR


250



Thinking Caps

Thinking modes

2 EUR


251



Business Case Toolbox

Business Case Templates

6 EUR


252



Straw Game Micro-Projects

Straw Games

5 EUR


253




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