The document discusses the need for project management skills in today's changing environment where unpredictability is common. It argues that project management is not difficult and describes Ian Seath's practical approach, which focuses on giving people skills through working on real projects. The benefits seen by clients include improved ability to define objectives, set plans, and achieve results through a structured yet flexible methodology.
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
Unstructured innovation in well-structured organisationsShourya Sarcar
Some experiences and thoughts on driving informal innovative practices like unconferences, codejams in big, organised and classically innovative companies.
This document provides a book review of the book "Project Management Methodologies" by Jason Charvat. Some key points:
- The book discusses selecting, implementing, and supporting project methodologies and processes. It is oriented towards IT projects but aims to be applicable across industries.
- An important lesson is that a methodology essentially defines the project life cycle or life span - the set of sequential phases a project passes through.
- The book distinguishes between a project management methodology, which defines the high-level project framework, and a development methodology, which provides details on system design and development.
- Adopting the wrong methodology or no methodology at all can lead to schedule delays, cost overruns,
CORE: Cognitive Organization for Requirements ElicitationScott M. Confer
The document describes the CORE methodology for requirements elicitation. CORE integrates conceptual graphing and soft systems inquiry frameworks. It is a 7-step process that includes: 1) defining an unstructured situation, 2) creating a rich picture, 3) writing root definitions of relevant systems, 4) creating conceptual graphs, 5) iterating graphs to develop preliminary requirements, 6) reaching team agreement on requirements, and 7) translating requirements to information architecture. The methodology provides structure for clarifying vague requirements through a collaborative process focused on user goals.
The document provides an agenda and overview for an accelerator workshop on rapid facilitation techniques being held by nForm User Experience. The full-day workshop on March 23, 2007 will include presentations and demonstrations of rapid facilitation methods, as well as practice sessions for techniques like live note capturing, predictive PowerPoint, and project alignment exercises. Attendees will learn about using accelerated workshop formats to tackle common project challenges more effectively.
Toyota has an eight-step problem solving process called Toyota Business Practices (TBP) that is used to implement the principles of the Toyota Way. The eight steps are: 1) clarify the problem and ideal solution, 2) assess the current situation, 3) prioritize smaller problems, 4) determine the root causes, 5) develop countermeasures, 6) implement the plan, 7) check the results, and 8) standardize successful solutions and spread them to other areas. This structured process uses the Plan-Do-Check-Act (PDCA) cycle to continuously improve processes through solving problems.
ThinkTank collaboration software transforms the way people work together, enabling leaders to realize extraordinary results from their teams. Powered by a patented Collaboration-as-a-Service platform, ThinkTank provides leaders with best practice collaborative business apps that accelerate the journey to shared understanding and breakthrough solutions.
Developed by the world’s leading researchers in digital collaboration, ThinkTank’s suite of agenda design, crowdsourcing, crowd computing, and collaborative workflow solutions transform the results of workgroups, projects, strategic initiatives, and organizational processes.
Organizations like Procter & Gamble, Deloitte, EY, Barclays, AIG, FMC Technologies, and NASA have used ThinkTank to radically accelerate innovation, enhance operations, and solve their toughest problems. ThinkTank consulting partners, including Deloitte, EY, and PwC, rely on our collaboration software to dramatically improve business performance for their clients.
The document discusses how consulting is changing, with more focus on outcomes and results rather than reports. Successful consulting firms use an intensive diagnostic approach and focus on delivering rapid, significant improvements for clients through a focus on people and execution over technology. Traditional "bulldozed" change cannot be sustainable; real improvements require ideas management, wiring changes into the organization, and coaching to ensure changes stick long-term.
#15NTC NTEN Strategy, IT\Mission Alignment and Outcomes (SIMO) Presentation (...Steve Heye
Does an organization’s overall strategy type have anything to do with the extent to which it aligns technology with its mission?
We say yes, and a study of 244 organizations agrees.
Does that connection have anything to do with how well an organization performs and achieves outcomes?
Again, we think so.
We would like to share those connections with you and help you see how the relationship between strategy, IT/mission alignment and performance in your organization can be strengthened to help you achieve outcomes.
This document outlines a framework for integrating design teams into existing company cultures in a way that creates alignment rather than disruption. It discusses how company cultures are made up of mental models, structures, patterns and behaviors. When a new design function is introduced, it can disrupt these cultural norms. The framework provides a process for discovering a shared group purpose to help align the design team with the rest of the organization from the start. Key steps include building a challenge map to surface strategic issues, drafting individual purpose statements, agreeing on a short group statement, and establishing rituals to incorporate the purpose into daily work.
This document outlines attributes of successful collaborations based on observations. It discusses the importance of properly defining the problem, scoping the problem, having executive sponsorship and champions, undergoing external evaluation, including a communication plan, ensuring the collaboration is programmatic rather than just a temporary project, having the proper organizational capacity, building trust and allowing vulnerability, keeping technology in an appropriate place, and not leaping to technical solutions before fully defining problems. The key aspects of successful collaborations highlighted are properly defining problems, having the right support and evaluation structures, and integrating the collaboration into the organizations involved.
The document introduces the A3 problem-solving method using a single sheet of paper. It explains that A3 thinking structures how problems are captured, communicated, and addressed. The key components of an A3 report are the current condition, target condition, steps to address the problem, and measurements to track progress. The A3 method focuses on visible thinking to close knowledge gaps before performance gaps. It should be used as a learning tool following the PDCA cycle to pursue problems where the solution is not already known.
Concepts on Consulting short version v 5Lin Giralt
This document provides an introduction to concepts on consulting. It discusses that consulting requires commitment, dedication and sacrifice for the client and team. The presentation aims to introduce the basics of consulting and provide tools and a roadmap. It discusses that there are different consulting styles and models, including internal versus external consultants and technical versus strategic consultants. Strategic and external consulting focuses more on bringing an objective third party viewpoint, challenging the status quo, and providing long term strategic recommendations across industries.
Nine keys to successful delegation in project managementNirtiSingla
The document outlines nine keys to successful delegation in project management. It states that delegation is crucial for project managers but many are afraid to delegate as they fear work won't get done properly. However, delegation is important to allow division of labor and increased efficiency. The nine keys include being specific in tasks, setting realistic deadlines, providing all necessary information, being available for questions, delegating oversight if overwhelmed, allowing creative freedom after delegating, establishing a progress reporting system, keeping detailed logs, and providing praise and feedback. Following these keys allows for proper delegation and collaboration to emerge, guiding projects to successful completion without needing micro-management.
The document discusses how the future of project management is agile due to changing requirements in projects. It provides three key points:
1) You can deliver fixed requirement projects using agile techniques but cannot deliver variable requirement projects using traditional techniques.
2) Agile provides tools, structure, culture and discipline to embrace changing requirements, which is increasingly important due to business changes and evolving understanding.
3) Core agile practices like breaking requirements into small pieces, prioritizing based on business need, and delivering working functionality frequently allow projects to better adapt to changing needs.
This document discusses evaluation post-mortems, which are formal analyses of the successes and failures of an evaluation project. They involve bringing all stakeholders together to discuss lessons learned from the evaluation process. The discussion includes general questions about what went well and what could be improved, as well as evaluation-specific questions about the design, methods, stakeholder participation, and use of findings. Conducting post-mortems is seen as a way to add to the knowledge base for improving future evaluations.
AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This time the event was based on four major themes : 'Agile for newbies', ' Agile Adoption Challenges', 'Workshops and Software Craftsmanship', and ' Post Agile'.
The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
The Digital Workplace Manual They Didn't Give You: How To Make Great Collabor...Innosis
Presentation given by Innosis partner Alister Webb at the Step Two conference 'Intranets 2017' in Sydney, Australia on June 01, 2017. A set of finite steps to build a culture of effective collaboration in the digital workplace.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
A LEADER IN ME Webinar A Project Management Final OutputJustin Knight
The document summarizes a project management class submission. It includes a foreword describing the student's experience in the graduate program and course. It then acknowledges the support provided by the professor and others. The main chapters discuss the project cycle and management process, including initiation, planning, execution, control, and closure. It also describes the specific project, which was a webinar, providing details on objectives, content, budget, and evaluation.
The document provides guidance for participating in a project management training session, including instructions to mute videos, speak one at a time, participate constructively, and use English as the medium of interaction. It then defines project management, explains the importance of project management for achieving goals on time and on budget. It discusses the project life cycle including initiation, planning, execution, and closure phases.
Project Management Project Manager ProjectErin Moore
Project 2010 is a useful tool for project management that allows users to create, schedule, arrange, and link tasks. It provides structure for managing projects through outlines and connected tasks. Users can easily create new projects, tasks, and establish relationships between tasks. Project 2010's ease of use makes it suitable for project management in healthcare and other fields.
Visual project management simplifying project execution to deliver on time an...ssuser52fa40
This document discusses why projects are often late and over budget, despite best efforts. It finds that while training improves control factors like scope and quality, there is an inverse relationship between training and schedule/budget performance. This is because training focuses on planning and control, not execution. Execution accounts for under 5% of the Project Management Body of Knowledge (PMBOK) guide content. The document argues successful project execution is an art, not a science, and that improving execution can boost financial returns by 65% for "best executors." Focusing on on-time and on-budget performance yields more financial gains than other initiatives.
Project management involves applying knowledge and skills to meet the requirements of a particular project. It follows seven principles including continuous justification and learning from experience. Project management knowledge encompasses integration, scope, time, cost, quality, procurement, risk management and more. The process of managing a project typically involves five phases from conception to initiation, definition and planning, launch and execution, performance and control, and close. Project managers are agents for change, flexibility, have strong people skills, and use a variety of techniques to adapt their approach based on each project's context and constraints. Project management is a in-demand role found across organizations.
This document provides an introduction to project management and explains why these skills are important for students. It defines a project and project management. Project management involves planning, executing, monitoring, controlling, and closing projects. The document states that students are assigned complex projects as early as 4th grade but often aren't taught necessary project management skills. It argues that teaching students basic project management can help them balance tasks, develop soft skills, and take responsibility. The Project Management Institute New Jersey Chapter then offers to provide introductory project management training sessions for educators and students.
Project Management for Nonprofits- 501 Commons Tech Talk501 Commons
Every organization needs strong project management practices to help drive their missions forward. This training will cover free or low-cost easy-to-use technology tools that can help you collaborate better as a team. You will also learn what makes a successful project manager, as well as the "big picture" of project management.
This training is suitable for those interested in pursuing project managment, as well as experienced project managers who are seeking avenues for making improvements.
The document discusses effective management of large projects in the automobile industry. It begins with acknowledgments and prefaces the importance of project management. It then outlines the following key points:
1. It defines projects and their characteristics, and discusses how to classify projects based on complexity.
2. It explains the need for program and project management to execute projects on time, budget and scope, and minimize costs.
3. It proposes a 7 step approach to project management: initiating, planning, executing, monitoring and controlling, closing, analysis and feedback.
4. For each step it provides details on the activities and goals, such as developing a project charter, managing risks, communications, and procurement.
Project management and Success Criteria ujjwal Mania
This document discusses key concepts in project management. It defines a project as a temporary effort to create a unique product or service. It notes that projects have definite start and end times. It then discusses various aspects of defining, planning, executing, monitoring and closing projects. Some key points made include that projects require resources, have a sponsor, involve uncertainty and use progressive elaboration. It also discusses why projects fail, including due to a lack of visibility, unclear objectives and communication gaps. Recovering failing projects involves identifying issues, discussing solutions, implementing changes and monitoring progress.
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
You have been assigned to manage a project but have no clue how and where to begin. It sounds like an opportunity but it can also turn out to be a disaster if you do not possess the knowledge and skills.
You must have come across a book called The Project Management Body of Knowledge which is most commonly called PMBOK. PMBOK is about processes, tools, and techniques to manage a project. It does not talk about the art and science of executing a project from the initial phase to the end of the project life cycle. PMBOK introduces you to a bunch of processes that you may use in managing a project, initiation processes for the project initiation phase, planning group of processes that you may apply during the planning phase, and the list goes on. After reading the PMBOK guide, you still have no idea where to begin. If you do not have the time then what you need is a book that will provide a birds-eye view and content that is sufficient enough to assist you in kicking off a project. Get this book now and begin to kick off a project like a pro.
To purchase, https://shorturl.at/Dv2C0
A project is a temporary endeavor with defined start and end dates undertaken to create a unique product or service. It involves a set of interdependent tasks aimed at achieving a common goal within certain constraints like time, budget, and quality. Projects vary in size, duration, resources required, and complexity. Project management techniques help plan, execute, monitor, and close projects successfully.
Running head: RECRUITMENT AND INTERVIEWING PROCESSES 1
RECRUITMENT AND INTERVIEWING PROCESSES 2
HR project Recruitment and interviewing processes
Johnetta Farmah
11/23/13
Recruitment and interviewing processes
The exorbitant costs of hiring and training have constantly made the process of recruiting employees such a precarious process and managers should avoid making mistakes when recruiting since any mistake can have a detrimental impact on the company. To get employees with the skills that match the job description is such a hard task and prudent decisions ought to be made on how recruitment will be carried out both internally and externally. This is how recruitment will be carried out both internally and externally in this company and how the job applicants will be interviewed.
Job posting boards will be one of the devices that will be used for internal recruitment. This will advise employees on upcoming slots or vacancies within the company that they may like to vie for (Carroll, 2009). Intranet posts, fliers and email flashes are other methods that will be considered in internal recruitment. This will then seek to fill the vacant or new positions by creating temporary teams or permanent teams within the company. Those employees who have performed exemplarily will also be invited for promotions and the slots left void after the promotion will be considered for external applicants.
There are four ways that will be considered when recruiting externally. The first method will be to consider job centers that are mostly handled by government agencies that help unemployed persons to get training (Schweyer, 2012). Job advertisements which are one of the most common types of external recruitment will be our second consideration in case the government agencies fail to provide the needed employees.
Personal recommendation will also be another consideration bearing in mind that it is cheaper since the only thing required is a recommendation by a colleague or friend to a particular employee (Sylva, 2009). Despite the lengthy assessment of the potential employee that may follow thereafter since he/she will be a total stranger to you and a competence assessment is therefore necessary in order to determine whether he/she possesses the skills needed in the company, it saves greatly on the advertising costs.
There are two interview processes that are efficient for recruiting potential employees. Group interview : this process is one of the most efficient. This is because it will be able to identify the skills and potential of these applicants and determine whether their skills align with the job descriptions.
A one-on-one interview : A one-on-one process tests the confidence and commitment of any job applicant which are vital characteristic traits in the hiring . An employee may possess exemplary skills but lack the commitment to work for the company which may lo.
The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
This document provides an explanatory manual for Project Canvas, a tool for communicating project information. It consists of 12 elements that provide an overview of a project, including purpose, scope, success criteria, actions, milestones, team, stakeholders, and more. The manual defines each element, explains its importance and how to use it to clarify a project for stakeholders and manage progress. Overall, Project Canvas aims to help project teams obtain a shared understanding of a project to facilitate effective communication and management.
The document discusses selecting a project manager and project team. It describes the roles and responsibilities of a project manager, which include planning, directing the team, delegating work, managing time and resources, monitoring progress, conducting meetings, establishing a shared vision, managing documentation, planning for contingencies, creating a self-governing team, keeping the team cohesive, and coordinating with clients. It emphasizes the importance of selecting a team with the proper skills and qualifications for the project. Effective project team members are good communicators, knowledgeable of project management principles, highly organized, able to motivate people, provide accurate estimates, and can confidently advocate for the project.
Similar to Everyone needs to be a Project Manager (20)
This document provides guidance on making sense of data and effectively communicating insights through visualizations. It discusses challenges organizations face in analyzing large amounts of data and offers tips for selecting appropriate chart types to analyze and present different types of data. Examples include using histograms to show variation, Pareto charts for identifying priorities, and line and moving average charts for trends over time. The goal is to help organizations and individuals at all levels better understand and make decisions based on data.
The document outlines a session on quantitative data essentials. It will cover understanding quantitative data and when to use it, data sources and collection methods, basic analysis techniques, essential charts for data description, potential pitfalls around data sufficiency, and using data to draw conclusions and support decision making. The session aims to help participants better utilize quantitative data through understanding these key concepts.
The document discusses how operational research was used to help dogs and animal welfare organizations. A pro bono operational research steering group developed a model to understand the flows of dogs through the UK system and forecast the impacts of interventions. This helped the RSPCA inform campaigns and policy responses. The group also worked with a dog welfare beneficiary to create a probability tree tool to help dog breeders predict genetic risks and make informed breeding decisions. The tool aims to increase awareness and investigate different breeding strategies. Overall, the pro bono work shows how operational research can make a positive difference.
This document discusses behavior change and provides a case study on improving health outcomes for pedigree dogs. It introduces the COM-B model for behavior change, which states that capability, opportunity, and motivation must all be addressed to enable change ("Can people change?" and "Will people change?"). A case study describes a project using various intervention functions and policy categories from the Behavior Change Wheel to tackle a genetic disease in miniature wirehaired dachshunds. It involved educating various stakeholders, providing incentives for screening, and restricting breeding requirements to help establish new health-focused behaviors over time. The document concludes by emphasizing that successful change happens gradually through individual efforts rather than top-down mandates.
The document provides guidance on making sense of data through selecting appropriate chart types, determining sufficient sample sizes, and addressing common issues like using averages that can be misleading. It discusses principles for displaying data effectively and gives examples of how rounding numbers and presenting data in columns rather than rows can improve readability and understanding. Guidelines are offered on when to use tables versus charts and how to ensure sampling provides statistically valid and representative results.
This document provides an overview of data visualization techniques that can help non-technical audiences understand and make sense of data. It discusses the importance of selecting the right chart type for the data, such as using histograms to show variation, line graphs for trends over time, and Pareto charts to identify the vital few causes of issues. The document also covers techniques for smoothing time series data, such as moving averages, to identify underlying trends. The goal is to help organizations at all levels make better decisions and improve performance through effective data communication and interpretation.
The document discusses three types of processes - obvious, complicated, and complex - based on the Cynefin framework. Obvious processes have a logical sequential flow with limited decisions. Complicated processes rely more on individual expertise within known parameters. Complex processes have many unknowns and unpredictable routes dependent on expertise. Examples are given like recruitment and marketing. The document advises process design should match complexity levels and technology could help with complicated processes but not automate complex ones.
The document discusses challenges faced by third sector organizations in measuring impacts and evaluating their services and projects. It outlines that typical challenges include a lack of robust impact measurement systems, reliance on anecdotal data, difficulty measuring ultimate impacts and benefits, and a need for staff with skills in data analysis and process redesign. The document then provides explanations and examples to clarify concepts like activities, outputs, outcomes, impacts, monitoring, evaluation, and learning. It presents a monitoring and evaluation framework and discusses how different indicators and methods can be used at various levels to measure results and drive organizational learning.
The document provides guidance on designing and facilitating effective workshops. It discusses the importance of having a clear purpose, defined outputs, and an appropriate process for the workshop. It recommends allocating 3 hours of preparation for every 1 hour of workshop time. The document then covers various aspects of workshop design like developing the agenda, planning participant activities and discussions, considering pre-work, and selecting appropriate facilitation methods. It also provides tips for effective workshop facilitation, group management, and checklists for preparation and execution.
This document summarizes a workshop on written communications for researchers. The workshop aims to help participants improve the clarity, structure, and quality of their writing. It will explore why most written communication fails to engage readers, and how to write in a reader-focused way using plain language principles. Techniques covered include targeting the reader, using logical structure and signposting, calculating readability scores, and avoiding common grammar mistakes. Participants will create a personal action plan to apply techniques to their own writing.
Print the cards and use them to stimulate ideas and discussions to address problems, create opportunities, be creative and develop innovative solutions.
This document summarizes a digital transformation workshop that discusses key themes of leadership, people, strategy, and processes. It outlines a digital transformation maturity model and encourages participants to assess their current and future states. The workshop emphasizes starting with defining why an organization wants to transform digitally before determining how and what activities to implement. Finally, it notes that soon having a digital strategy will seem as unnecessary as having an electricity strategy.
This document outlines the agenda for a digital transformation conference on October 4th, 2016. The agenda includes:
- Discussions on what digital transformation is and case studies from Save the Rhino and Spofforths Brighton on their digital journeys.
- A session on integrating customer relationship management (CRM) and finance systems.
- A presentation from The Officers' Association on building an online community and increasing engagement.
- An exercise for participants to self-assess their organization's digital maturity followed by a panel discussion.
- Next steps and closing remarks from the conference organizers.
Pro Bono O.R. Mapping the UK dog population with the RSPCA
Mrs Felicity McLeister (The OR Society) and Mr Ian Seath (Improvement Skills Consulting)
This workshop will give you an overview of the Pro Bono O.R. scheme as well as a chance to take part in an interactive session based on a real project with RSPCA mapping the UK dog population.
The document discusses different types of projects based on the degree of uncertainty around the project objectives ("WHAT") and how to achieve them ("HOW"). It presents a matrix identifying four types of projects: Type 1 ("Painting by Numbers") where both WHAT and HOW are clear; Type 2 ("Quest") where WHAT is clear but HOW is uncertain; Type 3 ("Movie-Making") where HOW is clear but WHAT is uncertain; and Type 4 ("Fog") where both WHAT and HOW are unclear. It provides examples and characteristics of each type and discusses implications for project planning and management approaches.
The Balanced Scorecard is a performance management approach that helps organizations translate their vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a framework for organizations to plan, measure, and manage performance and progress toward strategic goals. The Balanced Scorecard uses a mix of lagging and leading performance indicators to help organizations monitor and improve performance.
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...Newman George Leech
Understand the profound impact Newman George Leech has had on the Swiss real estate sector, managing €500 million in assets, while operating from the United Kingdom.
How Do Flange Adapters Work and Why Are They Essential?Texas Flange
Discover how flange adapters work and why they are essential for seamless pipe connections. Enhance efficiency and ensure leak-free operations with top-quality flange adapters.
The Business Process Model and Notation (BPMN) is the OMG industry standard for defining and orchestrating the flow of activities comprising end-to-end business processes. This live event will showcase the iterative creation and seamless exchange of BPMN models among different tools, highlighting the interoperability and sophistication of current BPMN technology. This showcase is an invaluable opportunity for professionals in the field to witness firsthand the advanced functionalities and collaborative potential of BPMN tools. Join us for an insightful exhibition of the latest advancements in business process management.
1. **Team Strength**:
- Seasoned discoverers with mineral finds of >$1Bn (silver), >42Mozs (gold), >12Blbs (copper)
- $8.75M recently raised for aggressive exploration
- 30% management ownership aligns interests
2. **High-Grade Discovery**:
- 2021 re-discovery: 75Moz at 980g/t AgEq (silver-zinc-lead)
- Objective: Prove continuity between high-grade discovery and existing gold-silver mine
- Potential for a gigantic, continuous deposit
3. **Proven Production Area**:
- Site of one of Alaska's first open-pit gold mines
- Existing 43-101 resource: ~500,000 oz AuEq, mostly indicated
4. **Carbonate Replacement Deposit (CRD) Advantages**:
- High grades, low mining costs
- Metallurgically simple, minimal environmental impact
- Strategic metals (Zn, Ga) could expedite permitting
5. **Massive Potential**:
- Two polymetallic deposits potentially linked
- Extensive mineralization corridor to be confirmed by drilling
Key Takeaway: High-grade discovery with potential for a giant, continuous CRD deposit, backed by a proven team and existing resources in a mining-friendly jurisdiction.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions. 𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢2024 GROUNDBREAKING CEREMONY OF SK LEAVEO PLANT
➢2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢2024 CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
➢ Daewon Pharm Year End Party
➢ Giant Lantern Festival in Ha Noi with Gamuda Land
➢ Light Festival 2019 in HCMC with Phu My Hung Corp
(etc)
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
A Complete Guide of Dubai Freelance Visa and Permit in 2024Dubiz
Dubai warmly welcomes professionals from every field, including freelancers. The city’s strong economy provides a fertile ground for freelancers to thrive and succeed. With the rise of digitalization and changes in employment trends, many people are choosing freelance careers for the independence and flexibility they offer. And where better to start your freelancing journey than in Dubai? However, to begin your journey, you will first need to get a freelance permit and a freelance visa Dubai.
Let’s begin by exploring the opportunities for freelancers in Dubai and learn how to obtain the necessary visa and permit, including associated requirements and costs.
Organisational success today hinges on effectively understanding and responding to customer needs across diverse segments with varying expectations and preferences. Indeed, with consumers becoming increasingly demanding, it is more important than ever to prioritise customer experience excellence at every touchpoint.
Ensuring exceptional customer experiences at every level of your organisation is crucial. While customer needs might be different, you must build deep customer experience skills and knowledge to accurately identify, address, and enhance the various grey areas in your customer value journey.
Failing to do this can lead to customer attrition and lost opportunities. A few key considerations can ensure your organisation is on the right track to deliver outstanding experiences.
In this deck, you'll learn the secrets to improving your organisation's customer experience.
You'll also learn:
• How you can measure Customer Experience
• What is means to manage your Customer Experience (CX) and the key components for effective implementation
• Tested strategies to elevate your Customer Experience
• And lastly, the difference between Customer Experience and Customer Service.
Network Observability – 5 Best Platforms for ObservabilityGauriKale30
Constant changes in network traffic and configurations require understanding the IT network for reliability. Network observability with telemetry, AI/ML, and AIOps gathers and analyzes data, predicts issues, and automates responses
This case study underscores upGrad's role in reshaping education through internet-driven innovation, illustrating its commitment to empowering learners and fostering career growth in the digital age.
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Table of Contents
3
I am not wedded to a particular project management methodology. I
help clients identify their improvement goals and then develop an
approach to achieve these; invariably ensuring their people develop the
skills to make further improvements themselves.
7 10 14 17
page page page page page
Today’senvironment of
change
ProjectManagementis
difficult(not!)
Whatdopeopleneedto
learn?
Whatabout
methodology?
Thebenefits
4. 4|
Change is all around us and we
work in an increasingly complex
environment. Projects in one part
of an organisation can often have
a major impact on other parts of
the organisation.
Not so long ago, business
planning was typically based on
assumptions of reasonable
stability and an expectation that
next year would be pretty much
like this year, plus or minus a few
percent.
Predictability underpinned many
management decisions and it was
easy to take “standard”
approaches off the shelf and apply
them to new situations.
Today’s world is much more
turbulent and unpredictable,
resulting in a need for agility and
rapid learning to ensure “what
works” can be identified and
implemented.
“Ifyoualwaysdowhatyoualwaysdid,you’llalways
getwhatyoualwaysgot.”
JosephJuran
Anew world of
change
5. 5|
The “Iron Triangle”
In the “old world”, projects were
typically managed with an
understanding of the “Iron
Triangle”: Quality, Cost and Time
were the three parameters that
had to be managed.
Managing projects in the “new
world” is far more complex. There
needs to be a far greater
awareness of the importance of
Stakeholders (those people who
can influence a project’s success).
Projects can no longer be
disconnected from business
objectives; resources are too
scarce and projects need to be
aligned with key priorities.
6. 6|
Time, focus and
skills
Within this context, we have to be
more focused on delivering
performance improvements, on
time and within budget.
Anyone, at any level, may be
asked to lead a project team, or
be a project team member.
Increasingly, there are aspects of
most people’s “day jobs” that
require project management skills.
The challenge is how to give
people those skills, plus the
confidence to use them and
deliver successful projects.
People’s time is constantly under
pressure.
Project teams may have to be
“virtual”, with no opportunity to
meet other than electronically.
8. 8|
Project Management
is not “difficult”
I firmly believe that learning about
project management should not
be a theoretical exercise, nor
should it become a memory test
aimed at passing an exam.
I have found there is an enormous
demand across many sectors to
give people, at all levels, practical
skills to manage projects (big and
small), so that changes can be
implemented effectively.
This needs to be done in a way
that doesn’t stifle creativity, yet
provides some structure and
control – a difficult balance to
strike.
Over the past few years I have
been facilitating projects and
delivering Project Skill Workshops
in a wide variety of organisations .
The one thing that characterises
all these workshops, irrespective
of the client, is the focus on
learning new skills by working on
real, live projects.
Despitewhat many “professional” Project
Managers might want you to believe, it is not
difficult!
Knowledge
Skill
Aptitude
9. 9|
Apractical approach
to Project
Management
In this document I describe the
approach I have developed and
how it has engaged, motivated
and built project capabilities
across hundreds of people, at all
levels.
My Project Management clients
are in the private, public and
voluntary sectors.
The approach draws on many
examples of good practice in the
field of Project Management,
adapted to meet specific clients’
needs.
I’m not obsessed with a particular
methodology; I’m more interested
in what is likely to work in a given
situation, recognising the
prevailing culture, capabilities and
improvement objectives.
What’sthedifferencebetween
aMethodologistanda
Terrorist?
Youcannegotiatewitha
Terrorist.Q A
10. What do
people need
to learn?
Learningobjectives
Creating the learning
environment
Learningprocess
11. 11|
Learning Objectives All my skill-development
assignments start with a
definition of the desired
Learning Objectives.
For Project Management, these
usually include the following.
People should be able to:
• Explain what a Project is and
the characteristics of successful
projects
• Describe the key stages in a
typical Project life-cycle
• Explain the roles and
responsibilities of a Project
Manager and how to manage a
Project Team, within an overall
project governance framework
• Develop a definition and
scoping document for a Project
• Identify key stakeholders and
plan how to manage those
relationships
• Apply Change Control and Risk
Management to a Project
• Use some basic project
planning and control tools
Understanding and applying
the leadership and
behavioural skills needed for
projects to succeed is
essential.
12. 12|
Creating the learning
environment
I have one key principle that I
suggest clients should apply as a
pre-requisite for anyone attending
workshops.
Everyone should have a live
project to work on, or should be
starting one very soon.
The design of the learning
process assumes that participants
will be able to work on, and add
value to, their own live projects,
during the workshops.
A second principle that I apply is
that there should be as much
emphasis on the soft skills
required for successful project
management (e.g. leadership,
communications, teamwork) as on
the “technical” skills (planning,
managing risk, change control).
This means I help clients avoid the
pitfalls of many other “project
training courses” where the focus
often seems to be on “process”
and choosing the right templates
to fill in.
The challenge is to create a
learning and workshop process
that demonstrates the benefits of
a structured approach to Project
Management by allowing people
to work creatively on their own
projects.
Everyone should come out of the
process having moved their
projects on and with the
confidence to sustain its
momentum through to the point of
delivering tangible benefits.
Principle#1 Principle#2
13. 13|
The Learning
Process
The learning
process for a
typical
approach (with
3 workshop
days) involves
the following
stages:
Pre-work:
• identifying a current project and
gathering available information on it
Days
1 and 2:
• learning the project approach and
applying some basic tools to define
and plan the project
Practice:
• a 3-4 week gap, back at work, to
apply the learning to the project
Day 3:
• presenting back the achievements,
building on the soft skills and learning
further tools for managing the project
Return to
work:
• implementing the action plan
developed during the workshop days
and completing delivery of the project
15. 15|
Project Lifecycle
I always introduce the principles
of a Project Life-cycle - the typical
stages through which every
project progresses.
I’ve designed 4, 5 and 6 stage life-
cycle models to meet different
client needs.
The number of stages doesn’t
really matter; it’s the principles
that are important and the
activities that need to be carried
out to progress to a successful
outcome.
I’ve already said that I’m not
obsessed with a particular project
methodology, but I do adopt
recognised good practices to help
people deliver successful projects.
Initiating a project: taking a project idea and turning it
into something viable
Defining a project: developing a clear statement
of objectives and scope, along with initial analysis
of stakeholders and risks
Planning a project: turning the definition into
a detailed plan, with the help of a team
Implementing a project: turning the plan into
action and actually delivering what is required
Closing a project: ensuring the implemented
solution is handed over to “business as usual”
and that benefits are being realised
Reviewing a project: identifying and sharing the
learning points so that future projects can be run more
effectively
16. 16|
Tools and
techniques
In my experience, it’s sometimes
the simplest of tools that make the
biggest difference.
For example, spending time to
understand the difference
between a project’s objectives,
benefits and deliverables are
always important. I have met
many people who think their
deliverables are actually
objectives or benefits! So, it’s not
surprising then that their projects
fail to identify, or measure, desired
outcomes and real business
benefits. (IT projects often fall
into that trap).
Within each of the project life-
cycle stages, I introduce relevant,
practical tools and techniques to
help people with the “technical”
aspects of running their projects
and the “people” skills required to
ensure all stakeholders are
engaged and supportive.
I help people cut through the
jargon and get to the heart of
running successful projects.
Tools &
Technique
s
Initiation
Stake-
holders
Planning Risk
Control
Benefits
18. 18|
Client benefits
It might not be strictly true to say
that “everyone needs to be a
Project Manager”. However, it’s
certainly my experience that
people who have been given
some basic understanding of
project skills and had the
opportunity to apply them can be
significantly more effective in
carrying out their jobs.
After all, defining what you need
to achieve, setting a plan and
getting people’s buy-in, are
relevant skills in most jobs.
Because participants come to my
workshops with a current (or
planned) project and make real
progress with it during the learning
process, the feedback is
invariably very positive.
People feel they have really
achieved something, either in
clarifying what they need to do
and planning to get it done, or
identifying and addressing the
issues that have been hindering
progress so far.
I have been helping
organisations in the private,
public and voluntary sectors to
manage projects and improve
their project skills for over two
decades.
19. 19|
Client quotes
Very good trainer and very
relevant and useful,
participative course content.
Will find it very useful for
improving ability to schedule
effectively and earmark
milestones for projects or where
risks are likely to occur, up-front,
so we can try to prevent
problems on long-running
projects especially.
Excellent, flexible and Ian was
very entertaining.Turned a
potentially dry subject into
something enjoyable for all the
team.
I worked with Ian to design the
training for the needs of the
Department. He was extremely
flexible and worked really hard
to deliver the training in the way
our team would best engage
with it.
20. 20|
Client quotes
Has created a real buzz in the
department - a big success and it
was a good idea to train the
whole team together.
Brilliantly targeted and wholly
satisfactory training which will
bring immediate and
recognisable benefits to the
whole attending group.
Project Management
understanding has now been
pushed out across the business
and more readily accepted than
coming from an in-house
resource. Ian has supported our
thoughts on project
management and helped shape
the thinking.
21. 21|
Free resources
2014 Improvement Skills Consulting Ltd.
Phone +44 (0)7850 728506
info@improvement-skills.co.uk
www.improvement-skills.co.uk
@ianjseath
It’s no surprise that one of
the programmes I designed
is called “Delivering
Successful Projects”. It does
exactly what it says on the
tin!
Project Management downloads