Archive - PD

20110526 - PD - Leveraging the Power of Project Management in Supply Chain Initiatives

Leveraging the Power of Project Management in Supply Chain Initiatives

Date: 26 May 2011
Time: 7pm to 9pm
Venue: Theatrette (The Pavillion) Level 5, Singapore Post Centre

In recent times business successes have been defined by how robust, agile responsive and cost efficient an organisation's supply chain is. Be it a giant retailer like Wal-Mart, or pharmaceutical giants like Pfizer or GSK or be it an oil and gas company like Exxon Mobil , all are dependent on standard and robust supply chain processes, architecture and system. Companies are constantly implementing innovative supply chain solutions related to supply network , collaborative enterprise wide systems, low cost sourcing, application of lean six sigma for efficiency and supply chain process standardization, There is a huge opportunity on how supply chain professionals approach the lifecycle of these major strategic initiatives using project management methodology and framework.

The topic discussed the following:

1. Challenges and complexity of supply chain projects.
2. Understanding how project life cycle is applied to supply chain projects.
3. Challenges in defining the project scope and managing the project scope.
4. Working with dedicated as well as part time resources.
5. Managing project risk and issues.
6. Project monitoring, control and stakeholder management

20110630 - PD - Business Driven Project Portfolio Management

Business Driven Project Portfolio Management - Conquering the top 10 PPM risks that threaten success

Date: 30th June 2011
Time: 7pm to 9pm
Venue: Singapore Conference Hall

The highly regarded Mark Price Perry will present on "Business Driven Project Portfolio Management - Conquering the top 10 PPM risks that threaten success". Mark offered advice from a business perspective on how to counter these threats and help ensure the desired results in managing the portfolio of projects. During the event, Mark Price Perry covered some of the following risk areas:

  • Shared Vision, Mission, Goals and Objectives
  • Executive Level Support
  • Functional Champion
  • Big Band V.s Incremental Approach
  • The Effects of Changing Processes & Measures
  • Timeframe for Analysis and Decision Making
  • Quantifying Business Value
  • Ensuring Data Integrity
  • Tools and Architecture
  • Sustaining Value

20110720 - PD - One Page Lesson for Psychological Contracts

One Page Lesson for Psychological Contracts

Date: 20th July 2011

Time: 7pm to 9pm

Venue: SMU – Lee Kong Chian School of Business, Seminar Room 1.2

PDUs: 2  

In a meeting, in a discussion with the client, a stakeholder or a project team member, a project manager needs to know how to set the rules of the game, because the rules of the game are influencing and eventually determining the final outcome.

For a 2h session we commit to the following:


KEY WORD

Deconstructing

 

Flow

Presentation Bi-dimensional contracts.

Discuss 4 guidelines for setting the ground rules of an interaction/meeting.

Identify which of the 9 PMBOK® knowledge areas needs strong skills in contracting people and teams.

Measurable objective

The participants will acquire 2 to 4 insights that will help them deconstruct conversations and set more realistic and clear expectations.

Deliverable

One Page Lesson for Psychological Contracts

20110825 - PD - Agile Leadership

BUILDING AGILE COMPETENCIES

Date: 25th August 2011

Time: 7pm to 9pm

Venue: Theatrette (The Pavillion) Level 5, Singapore Post Centre

PDUs: 2

 

As Agile leadership is all about adapting to different situations and getting the results through the team, the leadership basics have to be very clear. However, before Niket talk about leadership essentials for Agile he would like to discuss the traps that will not permit the Manager to act as an Agile Leader:

Trap 1: Things cannot happen without me: This is a classic situation all well groomed technical managers get into. They love control and want to be hands on. They are driven by distrust and insecurity and are therefore involved in all activities.

Trap 2: Ineffective delegation: Responsibilities are defined and limited authority is given to team. This results in teams depending on the manager. Agile process thus fails.

Trap 3: Personal insecurity: Sees personal status diminishing.

It is thus important to overcome the above through leadership competence that needs to be developed. The competencies are listed below.

1. Altering leadership style based on situations:

a. Hands on: Only during crisis

b. Collaborative: During grooming for critical objectives and induction

c. Non Directive Coach: For all controlled challenges and routine work

d. Reviewer: A very strong attribute to keep the project in control

2. People Leadership:

a. Develop and deploy people strategically

b. Focus on development of right competencies for projects success

c. Create motivation through improved probability of success through directive and non-directive coaching

3. Ownership & Accountability:

a. Complete personal ownership for overall success

b. Vision driven leadership for group ownership

c. Being aware of intrinsic and extrinsic rewards expected

4. Innovation:

a. Creative thinking for getting task done

b. Focus on performance and process improvement at all times

5. Critical thinking:

a. Logical goal setting and dealing with assumptions that may hamper accomplishment of goals

b. Decision making only based on facts and figures and not allowing emotions to intervene

If one loves control and has insecurity of becoming obsolete agile will fail. Agile leadership is easy provided the leader has established his own credibility in the organization and believes strongly in aiding and supporting performance.

Niket's experience is, agile is beautiful and effective. Choice of agile managers is crucial. Create the competency in managers before going agile.

20110921 - itSMF - Achieving Operations Excellence with Knowledge Management

Achieving Operations Excellence with Knowledge Management

a Joint event with itSMF Singapore Chapter

Date: 21st September 2011

Time: 7pm to 9pm

Venue: IBM Parkview Square, #16-01, Cobalt Room

PDUs: 2

The Importance of defining and understanding the roles in knowledge management.

How to relate your processes, roles & responsibilities and tools to manage your technology in providing high levels of services.
What tools can you use for Knowledge Management?
How to maintain the gained knowledge in your organization?

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