Tag Archives: project
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1-3 May – Rome – #PMI® EMEA Congress

22 Jan
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Get details and register on line

Join hundreds of project, programme and portfolio managers from multinational organisations around the world to share best practises, identify new trends and reinforce core skills. Hosted by PMI, the world leader in project management advocacy, collaboration, education and research.

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Campana & Schott est partenaire de DantotsuPM

Earn 15 – 28 professional development units (PDUs) to help maintain your PMI certification.
Méta Projets Management est partenaire de DantotsuPM

Méta Projets Management est partenaire de DantotsuPM

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Attention les tarifs privilégégiés « Early Bird » s’arrêtent le 8 Février !

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21 February – Webinar #PMI®- Cyber Security for Project Managers

11 Jan

Une responsabilité critique des chefs de projets : A Critical Responsibility for Professionals

Campana & Schott est partenaire de DantotsuPM

Campana & Schott est partenaire de DantotsuPM

Ce webinaire en anglais a pour but de communiquer sur les risques de cybercriminalité vers les professionnels du management de projets et programmes.

hackerNous passerons en revue un certain nombre de techniques et méthodes utilisées pour subtiliser des informations et données. Le wébinaire considèrera aussi les problèmes et implications de ces actes. Des exemples récents de cyberattaques et fuites de données qui deviennent hélas de plus en plus courantes seront rappelées.

Acquérir une compétence de base de ces risque et défenses actuelles donnera aux chefs de projets et programmes les outils pour progresser et adresser les problèmes posés quelle que soit la taille des organisation.

Méta Projets Management est partenaire de DantotsuPM

Méta Projets Management est partenaire de DantotsuPM

Détails et inscription

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18 January – Bern (#PMI®) – Critical success factors for successful project management in public industries

21 Déc

Challenging public transformation projects often make the headlines!

infrastructure-220x120Global trends, such as tech breakthroughs, and demographic and social changes, are forcing both private and public organisations to transform to survive and this in a highly dynamic and competitive environment. This has prompted the public sector to invest billions every year in projects and programmes to improve public services and renew infrastructure.

 

Campana & Schott est partenaire de DantotsuPM

Campana & Schott est partenaire de DantotsuPM

This event is organized by PMI Switzerland Chapter.

Despite this huge investment, many of these transformation initiatives are facing challenges and failing to meet the desired objectives in terms of benefits achieved or delivery to budget and schedule − or both.

Gotthard Tunnel

Gotthard Tunnel

Challenging public transformations often make the headlines, in Switzerland too. Prominent examples include the cancellation of the Insieme IT project for the Federal Tax Administration, and the new Land Forces Command Info System for the Swiss armed forces.

You might get the impression that public-sector projects are more likely to struggle than those in other industries.

Can this be? What are the keys to success in public-sector projects?

In this interactive presentation you will find out about the key challenges faced in public-sector projects, how such projects differ from projects in other sectors, and ways of identifying the common root causes of failure. You will also get insights into the key lessons learned from our experience, the main areas to focus on to ensure successful project delivery in the public sector and what other industries can learn from public projects.

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Méta Projets Management est partenaire de DantotsuPM

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13 December – Webinar – What are the differences between projects and programmes?

30 Nov

AXELOS invites you to its final webinar of the year, Projects vs Programmes on 13 December 2016 at 11am GMT.

time for questionsA project is a means of bringing about change – whether this is an organizational change or the delivery of a new product. Projects can range from small-scale operations to huge projects with billion pound contracts.

So when does a project become a programme?

How does programme management differ from project management?

Méta Projets Management est partenaire de DantotsuPM

Méta Projets Management est partenaire de DantotsuPM

During the session, he will look to cover:

  • The difference between a project and a programme
  • Why it is important to distinguish between the two
  • Best practice for managing successful programmes
  • Best practice for manageing successful projects.

Register for the session

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24 November – Lausanne – Projects in the hospitality industry

14 Nov

improving value creation through professional project management

The global travel and tourism industry continues to grow, now supporting 284 million jobs and generating nearly 10% of global GDP. The continued development of new tourism attractions and infrastructure provides great opportunities for project managers to work in the industry.

ring for serviceA lot of management time and resources in tourism are focused on the daily operations of the businesses. In fact, many hotel or restaurant managers would describe their business operations as their top priority and differentiating factor.

However, most of the competitive advantage for a hotel owner and operator is generated elsewhere. The value is created in the projects that are conducted to plan, build, select an operator, hand over to the operational team, renovate, and conduct other strategic, chain/company-wide projects.

Campana & Schott est partenaire de DantotsuPM

Campana & Schott est partenaire de DantotsuPM

With this in mind, it is surprising that much of the management time and attention is spent on operations and not project management.

We believe that . . .

  • hotel-hospitalitythe hospitality industry is losing a lot of money in their projects
  • a bad investment up front is difficult, if not impossible, to recuperate in operations
  • better project management will help operators and investors recapture value from their projects at each stage of the lifecycle
  • management staff in hotel companies are not sufficiently trained in project management

We are conducting a study of hotel industry executives and project managers to confirm these assumptions and will provide suggestions for how the industry can tackle these challenges.

You will be the first to see the results and we look forward to valuable discussions after the presentation.
Méta Projets Management est partenaire de DantotsuPM

Méta Projets Management est partenaire de DantotsuPM

PMI is a registered mark of Project Management Institute, Inc.

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3 November – Basel ( #PMI ®) – From Diplomacy to Science and Technology in the Human Brain Project

27 Oct

Managing Complexity !

human-brainThe Human Brain Project (HBP) has the mission to create and operate a sustainable infrastructure to accelerate the development of brain models and their application to computing, neuroscience and medicine.

It is the world’s largest targeted undertaking to make information technology available to the brain sciences in a federated infrastructure. It also aims to transfer the deepening knowledge about the brain to the building of new types of computing, and to applications in medical informatics.

Campana & Schott est partenaire de DantotsuPM

Campana & Schott est partenaire de DantotsuPM

All of this happens in force fields between science, technology, politics, policy, law and innovation.

Chris Ebell will talk about how to manage such a project, what the challenges are, what tools can be used, and how constant innovation in management helps to keep the project on track.

PMI is a registered mark of Project Management Institute, Inc.

Méta Projets Management est partenaire de DantotsuPM

Méta Projets Management est partenaire de DantotsuPM

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1 November – Zürich ( #PMI ®) – A journey inside Bank regulatory projects

25 Oct

Automatic Exchange of Information: A journey inside Bank regulatory projects

Serge Garazi

Serge Garazi

After the global financial crisis of 2008, banks have been heavily pressured by governments and regulatory authorities to comply to financial law and regulations (Dodd-Frank Act, MiFID, FIDLEG, ..).

The Foreign Account Tax Compliance Act (FATCA), a United States federal law demanding that banks report their US Clients (also those who live in Switzerland) is active since 2014. The Automatic Exchange of Information (AEoI), building on FATCA, will become reality for Switzerland for most other clients on 01 January 2017!

But what is it to implement this kind of projects in a demanding industry such as banking? And what are here the challenges that a Project Manager is faced with in his daily job?

Campana & Schott est partenaire de DantotsuPM

Campana & Schott est partenaire de DantotsuPM

Come find it out on this unique opportunity, where Serge Garazi, an expert Project Manager in this field, will guide in a journey through lessons learned, insights and tips for improvement in these challenging projects.

PMI is a registered mark of Project Management Institute, Inc.

Méta Projets Management est partenaire de DantotsuPM

Méta Projets Management est partenaire de DantotsuPM

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How to promote intelligent risk-taking? by Rose-Hélène Humeau

26 Sep

To win you have to risk loosing

who dares wins

to win you have to take risks

Many organizations end up by exercising caution to the point of not being sufficiently reactive to rapid environmental changes and losing the ability to catch opportunities. Looking for more analyzes, pushing systematic validations, procrastinating decisions – are examples of increased protection favored by an environment that, too often, punishes failure.

This purely precautionary approach is always inefficient, as we end up protecting ourselves from things that are unlikely to happen, and we overestimate the amount of protection we need. To increase performance organizations must enhance courage and initiatives to help teams to take risks.

The famous motto of the British SAS (Special Air Service) « who dares wins » applied to organizations and projects could push them in the right direction. But, as stated by Jean-Claude Killy « to win you have to risk losing ». Therefore, daring and carefulness are needed to encourage intelligent risk taking.

Méta Projets Management est partenaire de DantotsuPM

Méta Projets Management est partenaire de DantotsuPM

Daring

Taking the « who dares wins » attitude helps identifying opportunities. To promote this approach, we can proceed to a risk analysis with several perspectives:

jc-killy-to-win1. What if, it is me?
view your business or project as a bank account

view your business or project as a bank account

Ask your teams to view their business or project as a bank account. Every threat corresponds to a withdrawal or an additional charge, and each opportunity is a deposit or added income. Most people understand that, to preserve and enhance the overall value of their account, it is more effective to focus on increasing gains than to put all of their effort into reducing charges.

2. What if, it is a chance?

Review the list of threats and check, for each of them, if an opportunity is related to the event, using the following framework:

Thanks to [threat] A  [positive event] could happen Which brings the following value :
 

The objective is to find one or more opportunities that matter, putting effort on the right priorities.

give me the good news befor the not as good ones...

give me the good news before the bad ones…

3. Give me the good news before the bad ones!

Push the teams to start the process of risk identification with opportunities first. Prevent them from thinking about threats till one or more opportunities that matter, are listed in the risk register.

Whatever the chosen point of view, applying a new method will help the team to change the way of thinking and start to dare.

Carefulness.

Encouraging individuals to take risks raises the question of how far we can go in risk-taking. Thresholds should be clearly defined and shared for limiting thoughtless actions. The limits are set by considering value creation and value protection for the organization and its stakeholders. A limit is the point at which « it is not worth the money. »

For opportunity, a limit is reached if the expected positive impact is not high enough compared to the potential threat when the opportunity is not implemented or when it has not the desired effect. These daring thresholds should be set at the start of projects, supported by management, regularly reviewed, communicated and shared with teams.

Taking into account these thresholds, the risk management process helps in developing effective response plans. Therefore, for every opportunity that matters, the team will assess the « risk of losing » to check if risk taking remains within acceptable limits.

Opportunity analysis Threat related to opportunity
Opportunity Expected positive results
within limits
Action plan to implement the opportunity Risk of losing Expected negative results Threshold
 

The proper attitude.

In the principle of « who dares wins » the focus is on taking action in order to win rather than hoping not to lose! This positive fighting attitude helps us to commit resources to developing and implementing effective risk responses.

Image courtesy of pakorn / FreeDigitalPhotos.net

Image courtesy of pakorn / FreeDigitalPhotos.net

The importance of taking measured risks allows a proactive attitude.

Proactive teams take control and make things happen rather than just adjusting to a situation or waiting for something to happen. Being proactive is therefore moving forward: daring!

Thus, beyond processes, risk-taking is often a paradigm shift. This culture of reasonable risk-taking must be stimulated at the highest level of organizations to remove the fear of failure and allow teams to dare to win.

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“Comment favoriser une prise de risque intelligente ?” par Rose-Hélène Humeau

13 Sep

Trop de prudence peut tuer la réactivité envers les risques comme envers les opportunités

Beaucoup d’organisations finissent par institutionnaliser la prudence, au point de ne plus être assez réactives face aux changements rapides de l’environnement et de perdre l’aptitude à saisir les opportunités. Multiplier les analyses, pousser les validations systématiques, ne plus arriver à prendre de décision – sont autant d’exemples d’une précaution accrue favorisée par un environnement qui sanctionne trop souvent l’échec.

Ce comportement est toujours inefficace, car nous finissons par nous protéger des choses qui ne sont pas susceptibles de se produire, et nous surestimons le montant de la protection dont nous avons besoin.

jc-killy-pour-gagner-il-faut-risquer-de-perdreUn des nouveaux enjeux de performance est donc de redonner aux équipes l’esprit d’initiative et le courage de prendre des risques

La célèbre devise de la British SAS (Special Air Service) «qui ose gagne » appliquée aux organisations et aux projets, pourrait les pousser dans la bonne direction. Mais, comme l’indique Jean-Claude Killy, « pour  gagner, il faut risquer de perdre ». Ainsi, audace et précaution sont donc nécessaires pour favoriser la prise de risque intelligente.

Méta Projets Management est partenaire de DantotsuPM

Méta Projets Management est partenaire de DantotsuPM

L’audace.

"Image courtesy of tungphoto / FreeDigitalPhotos.net"

« Image courtesy of tungphoto / FreeDigitalPhotos.net »

Adopter l’attitude « qui ose gagne » encourage l’identification des opportunités.  Pour promouvoir cette démarche, nous pouvons aborder l’analyse des risques selon plusieurs angles:

1. Et si c’était à moi ?

Demander aux équipes de voir le business ou l’investissement d’un projet comme leur compte bancaire. Chaque menace s’inscrirait au débit –une charge supplémentaire – et chaque opportunité possible au crédit –un revenu additionnel. La plupart des personnes comprennent alors que, pour maintenir ou maximiser leur compte en banque, il est plus efficace de se concentrer sur l’augmentation des gains que de mettre tous les efforts sur la réduction des charges!

2. Et si c’était une chance ?

Revoir la liste des menaces et pour chacune d’elles valider s’il existe une opportunité associée selon la grille de lecture suivante:

Grâce à [menace] un [évènement positif] pourrait se produire Qui apporterait la valeur suivante 
 

Le but est de trouver la ou les opportunités qui comptent afin de placer les efforts sur les bonnes priorités.

3. Donnez-moi les bonnes nouvelles avant les mauvaises !
good and bad

les bonnes nouvelles avant les moins bonnes…

Obliger les équipes à commencer l’identification des risques par les opportunités. Empêcher les de penser aux menaces tant qu’une ou plusieurs opportunités qui comptent n’ont pas été inscrites dans le registre des risques.

Quelle que soit le point de vue choisi, un changement de méthode permettra aux équipes de changer de manière de penser et de commencer à oser.

La précaution.

Encourager les individus à prendre des risques soulève la question de savoir jusqu’où on peut aller dans la prise de risque. Des limites doivent être clairement définies et partagées. Elles s’appuieront sur la création et la protection de valeur attendue par l’organisation et ses parties prenantes.  Une limite est le point à partir duquel « le jeu n’en vaut plus la chandelle ».

Dans le cas des opportunités, une limite est atteinte lorsque l’impact positif attendu n’est pas suffisant par rapport à la menace potentielle si l’opportunité ne se réalise pas ou n’a pas l’effet escompté. Ces seuils d’audace doivent être définis lors du démarrage des projets, portés par le management, revus régulièrement, communiqués et partagés avec les équipes.

En intégrant ces seuils, le processus de management du risque favorise l’élaboration des plans de réponse efficaces. Ainsi pour chaque opportunité qui compte, l’équipe devra estimer le « risque de perdre » afin de valider que la prise de risque reste dans les limites acceptables.

Analyse de l’opportunité Menace associée à l’opportunité
Opportunité Résultats positifs attendus Plan d’action pour
la réaliser
Risque de perdre Résultats négatifs attendus Limites acceptables
 

L’attitude appropriée.

regarder au delàDans le principe « qui ose gagne »,  lorsque l’on ose c’est pour gagner non pour espérer ne pas perdre !

Cette attitude de combat positive nous aide à engager des ressources pour le développement et la mise en œuvre de réponses efficaces. L’importance de prendre des risques mesurés permet l’attitude proactive de chacun.

Les équipes proactives maîtrisent les situations et font bouger les choses plutôt que de simplement s’adapter à la situation ou attendre que quelque chose se produise.

Être proactif c’est donc aller de l’avant : oser !

Ainsi, au-delà des processus, la prise de risque est souvent un changement de paradigme. Cette culture de l’audace raisonnée doit être stimulée au plus haut niveau des organisations pour supprimer la peur de perdre et permettre aux équipes d’oser pour gagner.

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7 October – Antwerp (Belgium) – PMI® Belgium Annual Congress: “The Delighted Project Manager”

19 Août

PMI Belgium Congress aims to explore “Value” from multiple points of view.

Therefore we launching our theme of the 2016 edition of the PM Fair: “The Delighted Project Manager”.

The PM Fair is not another Project Management Congress.

Visit the web site and register on line

Visit the web site and register on line

It captures the idea that Leading Projects is a calling,
The promise that valuable knowledge is to be shared,
In a setting of familiar encounters that feel energizing.

Campana & Schott est partenaire de DantotsuPM

Campana & Schott est partenaire de DantotsuPM

We don’t offer presentations.

We deliver a way to inspire, to create and yes, to dream.
Because it’s not only about what you know,
it’s about how you’ll shape your tomorrow.

PMI a are registered mark of Project Management Institute, Inc.

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