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5 episodes with programme management
2 episodes with programme management
2 episodes with programme management
2 episodes with programme management
6 episodes with programme management
3 episodes with programme management
2 episodes with programme management
“We bring in the right drone service providers to make sure a customer who wants to inspect a dam, for example, can buy the service and the package and be certain everything is working rather than looking around for each component separately.” - says Kristofer Skantze, CEO of Xer Technologies, who sees #Switzerland as the future of UAV #innovation — a place where #drone companies can scale, work together, and thrive. At the 2024 Commercial UAV News Expo, Kristofer sat down with Thilo Uebbert, Senior Consultant for Programme Management at Murzilli Consulting, to discuss: ✅ Why Switzerland is the ideal home for #UAV companies ✅ How #verticalisation has fuelled Xer Technologies' rapid growth ✅ The biggest challenges facing the industry, from talent shortages to #regulatory hurdles To drive UAV innovation forward, Kristofer emphasised the need for stronger industry #collaboration, pragmatic #regulations, and end-to-end #solutions rather than just hardware.
“We're always pushing the edge and trying to innovate while maintaining safe operations within whatever regulatory framework we have to work in." - Scott Lashmit, U.S. Aviation Manager at Cyberhawk. Last year, Cyberhawk experienced record-breaking revenue growth of 55%, reaching $28.7 million, a testament to what's possible when #innovation meets a commitment to safety. During the Commercial UAV News Expo, Scott sat down with Thilo Uebbert, Senior Consultant for Programme Management at Murzilli Consulting, to share how Cyberhawk has scaled successfully in a constantly evolving industry. From navigating 40 different regulatory authorities to training pilots in “The Cyberhawk Way,” their journey highlights what it takes to grow while setting the standard for #safety and operational excellence. Scott shared three pillars that have been instrumental to their success: 1️⃣ Reliable #technology from trusted manufacturers. 2️⃣ Strong internal procedures and thorough #pilot training. 3️⃣ Community #outreach to build trust and understanding. Scaling a drone company isn't easy, but Cyberhawk proves it's possible with the right strategy and values.
Emma meets Suzanne Moreland, Vice President of Programme Management Practice at AECOM, about how to step up from being a project manager to being a programme manager. Suzanne draws on her vast experience of leading megaprojects and shares her behind-the-scenes lessons from working on some truly mind-blowing programmes. If you are thinking of entering the world of programme management or want to hone your skills and learn from the best, then listen on. Contact us: apmpodcast@thinkpublishing.co.uk
With BVLOS operations in 14 countries and regulatory approvals in 35 and over a decade of excellence, SwissDrones has become a trailblazer in the #drone industry, creating #unmanned helicopter systems that are transforming #infrastructure inspections, emergency response, and search and rescue missions worldwide. Headquartered in Switzerland, a global hub for #aerospace #innovation, SwissDrones operates with a commitment to #precision #engineering and #sustainability. Their flagship system, the SDO 50V2, offers unmatched capabilities, from advanced #sensor #integration to #BVLOS #operations, cutting CO2 emissions by up to 95% compared to traditional helicopters. Murzilli Consulting's Senior Consultant for Programme Management, Thilo Uebbert, sat down with SwissDrones' CEO, Ulrich Amberg, at this year's Commercial UAV News Expo in Las Vegas, to dive into the company's journey, technological breakthroughs, and the global opportunities that contribute to their growth. The company reached groundbreaking milestones like Australia's 500km BVLOS authorisation, SwissDrones is proving its global impact.
The Ireland Chapter of Project Management Institute (PMI) has announced the winners of this year's PMI National Project Awards, in association with PwC. The winners of the 2024 Awards were announced at a black-tie event held at PwC's Dublin office on Thursday 14 November. These prestigious awards celebrate the significant contribution and excellence of project management in Ireland, showcasing the best in innovation and talent in the profession. As well as individuals and teams who demonstrate exceptional potential, dedication and success in their field, the annual awards - now in their eighth year - also highlight transformative and inspiring projects. From the application of Robotic Process Automation in healthcare to a climate action strategy within the agricultural space, this year's event celebrated project management across various industries and demonstrates the growing influence and success of project management in the Irish economy. Amongst the individuals commended during the awards were five Under-35 Change makers. Laura McDermott was the ultimate recipient. McDermott founded Colectivo, a project-based sustainability consultancy dedicated to driving impactful change by connecting visionary thinkers and practical innovators with organisations. The awards add to the Rising Leader Award notably bestowed upon Sinead Gallagher, Director of Marketing and Communications for the Ireland Chapter of PMI, earlier this year at the 2024 Global PMI Professional Awards. The full list of winners, chosen following careful consideration of a record number of submissions by an independent judging panel*, can be found below. PMO of the Year (sponsored be Velopi) - Aerogen Project Professional of the Year (sponsored by emagine) - Ian Fitzsimons (Project Management Consultant, Expleo) Private Sector Project of the Year (sponsored by Expleo) - Primark: 'Next Generation Global Wide Area Network Solution' Public Sector Project of the Year (sponsored by Saros) - Health Service Executive (HSE): 'The Cork University Hospital / Mercy University Hospital Paediatric Reconfiguration project' Project Management for Social Good (sponsored by Irish Emergency Alliance) - ActionAid Ireland: 'Together, we are stronger' Under-35 Change makers of the Year (sponsored by Ireland Chapter of PMI) - Laura McDermott (CEO, Colectivo) was the ultimate recipient in this category Note, the following four were commended in this category: Kevin Quinlan (Data Governance & Quality Lead, ESB), Sean Higgins (Environmental, Social, and Governance (ESG) & Strategy Lead for Dublin Airport Authority), Rebecca Keenan (Global Head of Intelligent Automation Solutions Director, Expleo Group), and James Doggard (Senior Project Manager, KSN Project Management) AI and Technology Project of the Year (sponsored by PwC) - Health Service Executive (HSE), Technology & Transformation: 'Waiting List Batch Suspensions Automation, Galway University Hospital' Special Category: Excellence in Innovation Projects of The Year (sponsored by Cornmarket and Ireland Chapter of PMI) - Teagasc: 'Teagasc's Climate Action Strategy 2022-2030'; and Health Service Executive (HSE): 'Enhanced Community Care (ECC)' PMI Ireland Volunteer Award - Mark Davenport PMI Ireland Special Achievement Award - Jackie Fagan, Past President of the Ireland Chapter of PMI Speaking about the awards, Peter Glynne, President of the Ireland Chapter of PMI, said: "Once again, we are delighted to be celebrating the individuals and innovations driving change. These are the people and projects which showcase the best of project management in Ireland and how it contributes to the country's success both nationally and internationally. As well as bigger and more ambitious projects, this year's awards were also bigger with more entries and categories than ever before - indicating a very bright future for Ireland." Keiran Barbalich, Partner in PwC Ireland and Leader for the firm's Portfolio and Programme Management, added: "Success in...
Explosive remnants of war, including artillery shells, rockets, and improvised explosive devices (IEDs), pose a grave threat to civilians everywhere – but especially children in Gaza, now and in the years ahead, according to the Chief of Programme Management with the UN Mine Action Service (UNMAS).Taku Kubo spoke with UN News about the challenges these hazards present for long-term recovery and reconstruction in the region.Despite ongoing conflict and resource constraints, UNMAS has conducted close to 400 explosive hazard assessments and accompanied more than 270 humanitarian convoys as part of the aid effort.Mr. Kubo spoke to UN News's Abdelmonem Makki.
Drisha Kirkman, Head of Programme Management and Sustainability, Paymentology, addresses sustainability trends in the fintech industry, prioritizing sustainable products, and adopting ESG and sustainability in finance. Drish & Paymentology (1:17) Sustainability challenges faced by the fintech industry (6:13) Mexico's benefits from adoption sustainability innovation and policies (7:12) Sustainability trends in fintech (8:44) User demand of sustainable products (10:24) Drisha´s work-life balance (11:55) Drisha's advice (12:54) Podcast & book recommendations (14:27) Last statements (15:45)
GUEST OVERVIEW: Michael Roberts, a self-identified leftist, boasts a background in politics and academia, with degrees from the University of York and UCL. Despite health setbacks, he's delved into government Project and Programme Management, even working at the UK Mission to the UN. A devoted West Ham fan and songwriter, he relocated to March, Cambridgeshire, to be closer to family. Disillusioned by mainstream party politics' handling of Brexit and social issues, he's thrown his hat in the ring for the Social Democratic Party (SDP), advocating for a social democratic agenda. As Spokesman for North East Cambridgeshire, he's keen on addressing local concerns like housing shortages, high energy costs, transportation expenses, and immigration, supporting the nationalization of key sectors like energy and transport. He emphasizes the importance of regulated immigration to prioritize retraining local workers and opposes radical gender ideology and identity politics.
In our three-part series on the National Trust, an APM Corporate Partner, we find out how the charity has brought project management close to its organisational heart. In episode 1, Emma goes behind the scenes at Dyrham Park, a 17th-century mansion near Bath, which recently underwent a multimillion-pound transformation project. She meets Mike Hudson, Head of Strategic Planning, Project and Programme Management at the National Trust, and Senior Project Manager Tim Cambourne, who takes her on a tour of the house. Find out more about APM's Corporate Partnership Programme at www.apm.org.uk/corporate-partnership-programme Contact us: apmpodcast@thinkpublishing.co.uk
Joe completed 31 years in the Fire and Rescue Service, having served in both Essex, and Devon & Somerset. He has extensive experience at all levels of command and retired as Deputy Chief Fire Officer.Joe is a highly qualified commander, trainer and assessor, and he has instructed and been part of Incident Command teams in across the UK, an abroad. Today we speak a lot about CHANGE as Joe has extensive experience in organisational transformation setting up and developing Organisational Development and Programme Management teams involving wide-scale public consultations and implementation of new, ground breaking service delivery models.You can find Joe HEREWe mentioned a few books - links for them are belowSwitch: How to change things when change is hardDecisive: How to Make Better Choices in Life and WorkBlack Box Thinking: The Surprising Truth About SuccessRebel Ideas: The Power of Diverse ThinkingWe only feature the latest 200 episodes of the podcast on public platforms so to access our podcast LIBRARY with every episode ever made & also get access to every Debrief & Subject Matter expert document shard with us then join our PATREON crew and support the future of the podcast by clicking HEREA big thanks to our partners for supporting this episode.GORE-TEX Professional ClothingHAIX FootwearGRENADERIP INTOLyfe Linez - Get Functional Hydration FUEL for FIREFIGHTERS, Clean no sugar for daily hydration. 80% of people live dehydrated and for firefighters this cost lives, worsens our long term health and reduces cognitive ability.Support the ongoing work of the podcast by clicking HEREPlease subscribe to the podcast on YoutubeEnter our monthly giveaways on the following platformsFacebookInstagramPlease support the podcast and its future by clicking HERE and joining our Patreon Crew
Andy Walsh is currently a Senior Product Manager at the BBC. Having previously worked as both a product manager and a programme leader at the Department for Education. In this episode, Andy reflects on what it was like making the jump from being a product manager into being a a manager of product managers, including what he feels are the transferable skills. Andy also shared why he's made the decision to go back into straight up product management in his new role at the BBC. This episode is great for anyone considering entering leadership and is full of top tips.
Professor Adam Boddison meets Martina Blake of the UK Space Agency. Martina heads up the agency's Office for Project and Programme Management, which she set up in November 2021. She explains that you don't have to be an astronaut or scientist to work in the space sector – there is a huge variety of roles in project delivery and beyond. And as with other government departments, the UK Space Agency has signalled its commitment to enabling its project professionals to gain formal accreditation and meet their career ambitions. Contact: apmpodcast@thinkpublishing.co.uk
The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, Wing Commander Shane Rutherford discusses his Joint Forces Staff College, Joint Advanced Warfighting School (JAWS) thesis entitled: Back to the Future: Political Paralysis Cost Britain America, What Will it Cost the United States? His thesis received the Paul Cerjan distinguished writing award from the National Defense University. The year is 1763 and despite presiding over a vast commercial and political empire, Britain's. parliament has failed to embrace the buds of what will eventually become understood as collective responsibility. Instead, the British government is characterized by paralysis and polarization. Worse, the government has been exposed by separate internal factions that are infatuated with economic speculation, personal power, wealth, status, and estate. Consequently, the common ground could only be found in a common enemy, leading to strategic mistakes, such as the mistreatment of allies and partners that would prove catastrophic at Yorktown some two decades later. The Colonies are mistaken as a periphery issue, debated infrequently in the Houses of Parliament, and in 1765, it elects to pass a taxation law without deliberation, known as the Stamp Duty Act, that lights the tinderbox of rebellion in America. Concurrently struggling with the application of a constitutional monarchy, a deteriorating political situation set the stage for the abuse of executive power. The conditions were set for catastrophic strategic failure. Resources: Cognitive Crucible Podcast Episodes Mentioned #83 Joseph Lee on Jung and Archetypes Thesis: Back to the Future: Political Paralysis Cost Britain America, What Will it Cost the United States? By Shane Rutherford DeLorean time machine Robert Walpole South Sea Company Link to full show notes and resources Guest Bio: Wing Commander Rutherford is prior-enlisted, joining the Royal Air Force in November 1999, and later commissioned in January 2007. His command assignments include Director of Operations and Executive Officer, No 39 Squadron, and Deputy Head of Strategy Division at the Combined Air Operations Center, Shaw AFB. In March 2021 he led the execution of Red Flag 21-3 as Chief of Combat Operations. He is a former Tornado GR4 WSO and MQ-9 Reaper operator. He flew combat missions in Afghanistan, Iraq, and Syria. His staff assignments include Programme Management positions in rapid capability and traditional procurement, specializing in RPAS. Wing Commander Rutherford is a Master of Business Administration and Master of Science in Joint Campaign Planning and Strategy. He recently graduated from the U.S. Joint Forces Staff College, Joint Advanced Warfighting School (JAWS). About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.
Find out more about this event on our website: https://www.zyen.com/events/all-events/digital-innovation-in-financial-services-with-low-code-no-code-lcnc/ Changing customer expectations and increasing regulations have every financial institution getting their digital transformation initiatives off the ground. Post-pandemic developments have only accelerated the need for this shift.Join our speakers in this engaging discussion as they share their insights and experiences on the importance of low code for accelerating digital initiatives in financial institutions. Speakers: Dr Setrag Khoshafian is a pioneer and recognized expert in the transformation of innovative and agile enterprises. He has invented pragmatic approaches for innovation and cultural transformation through a holistic approach leveraging Intelligent Business Process Management, Intelligent Database Management, Internet of Things (IoT), Blockchain, AI, Low Code/No Code, Service Oriented Architectures and Automation. He is an author, thought leader, keynote speaker and educator who has helped the cultural transformation journeys of entrepreneurial enterprises leveraging digital technologies, and has been a senior executive in the software industry for the past 30 years, where he has invented, architected, and steered the production of several enterprise software products and solutions. Rahul Kulkarni is Associate Partner at Infosys Consulting, and he carries a vast experience in Management Consulting and Information Technology in Financial Services (Core Banking) at all levels from leadership & advisory to design & delivery in large banks and Fintech. His specialties include Financial Services, Value and Benefits realisation, Digital transformation, Operating Model (design & implementation), Lean Portfolio Management (SAFe), Agile delivery (PO & PM), Strategy Consulting, Programme Management, Information Technology. Varun Ghai is Associate Vice President (Products & Solutions) for UK & EU at Newgen, with 18+ years of successful track record in consulting, product management, presales & client projects management. He has assisted leading banks & financial institutions in automating & transforming Retail & Commercial lending, Self-service journeys for LOS & customer onboarding and Client lifecycle management. Instrumental in architecting one of the leading P2P lending platform, processing $125 Billion worth of loans per annum.
With 20 years corporate leadership and 10 years into lifestyle change and rural business. Howard is a highly adaptable executive leader and manager having held a wide range of management roles during my career, including Finance, Sales, Marketing, Coach, Project & Programme Management, Strategy and Business Transformation. Director and Managing Partner of a highly successful diversified rural business (Bowhayes Farm) including a specialist tree nursery (Bowhayes Trees). Bowhayes Trees - is a well regarded UK grower of native and ornamental trees and hedging. With online, telephone and retail sales of trees and accessories across the UK and EU. Additionally, within the 'Bowhayes Farm' business Howard have initiated a set of programmes to further the growth and evolution of a diversified rural business including, accommodation, cider production, orchard husbandry, rural business consultancy and performance coaching. In this episode, you will learn: 1. Purchasing process of a new business 2. Managing staff in a farming environment 3. Working as a team with a spouse 4. Serving diverse clients and using government programs to grow your business
In this week's pod, we welcomed back Paul Goodge to discuss why we're bad at promoting the industry. Paul is internationally regarded as a Programme Management and Change Management specialist. He is noted for his ability to swiftly and accurately diagnose issues and evolve solutions both from a technical and a behavioural point of view. In all of his most senior roles he successfully implemented Capability Improvement Plans that received significant praise both internally and with the customer base. Over his career he held a variety of roles both in line leadership and a number of functional responsibilities, providing him with insights across the whole of the enterprise. He has Chaired or sat on a wide variety of internal and external committees and steering groups. An ex-Board member of the Association of Project Management he has continued to work very closely with the organisation and was in the first cohort to achieve Chartered Project Professional status. He achieved an MBA from Cranfield University in 1994. Paul retired from full-time employment in 2012 and enjoys a wide range of interests. His portfolio encompasses consultancy work to various companies, the P3M profession, Executive Coaching and extensive work with various charities, operating locally, nationally and internationally. He is an avid long-distance walker, world-wide traveller, and greatly enjoys music, reading, sport, fine food and wine in his spare time. He has recently commenced studying for a PhD. The main topics we discussed on the podcast were as follows: Whilst there isn't much quantitative data on the subject, most Project Management professionals would agree that we are not great at promoting the industry There are not many case studies that people can refer to that show the benefit of project management Whose responsibility is it to promote the industry? Everyone's! The associations also have a role to play in sharing knowledge within the industry as well as promoting it Not enough is currently done in terms of outreach programmes to attract graduates and students into the profession. STEM (Science, Technology, Engineering & Mathematics) have done this successfully in the UK Failure to entice a diverse range of candidates into the profession will cause issues in years to come Gamification and simulation of projects could be a way of promoting the benefits of project management to schoolchildren Groups such as Project Connect Group are helping to promote networking within the industry. The associations also have a role to play in this We are all ambassadors for the industry – be proud! Join us next week when we speak to Paul Waskett to discuss Project Controls in design and engineering stages For more information, blogs or to support our charities visit www.projectchatterpodcast.com If you'd like to sponsor the podcast get in touch via our website. You can also leave us a voice message via our anchor page and let us know if there's something or someone specific that you would like on the podcast. Proudly sponsored by: JustDo - https://www.justdo.com/ InEight - https://ineight.com/ Stay safe, be disruptive and have fun doing it! #ProjectManagement #PMO #ProjectControls #Leadership #Culture #ProjectCertifications --- Send in a voice message: https://anchor.fm/project-chatter-podcast/message
This week I have part two of my chat with Adrian Pyne, The Agile Beyond IT Guy. Adrian has two impressive track records: Delivery & Professional. Delivery 30 years plus led or rescued Change programmes in many sectors (see below), adapting best practice successfully, with a focus on Agility since 2010 . The design, build & leading project, programme and portfolio management (P3) capability for organisations, and Professional Services. Adrian is currently collaborating on [1] Agile Leadership & Project Management [2] Organisation Project Management (OPM), i.e. helping organisations create an environment to maxismise value from projects [3] P3 capability development and Sponsorship coaching Professional Adrian has been at the forefront of the evolution of programme and portfolio management, e.g. APM BoK 6 lead author. A frequent conference speaker and blogger, and co-author of The Gower Handbook of Programme Management, and of APM guides on Agile Governance & Assurance. He says: “Despite great developments in best practice over the last 30 years, around 70% of change still fails, wasting huge investment. There are two main reasons; firstly, many organisations seem unable to address that most difficult success factor – people. There is so much potential for work in this area, integrating people based aspects with the business process and technology. Secondly, working at the organisational level to ensure that the landscape around projects helps them THRIVE and not just SURVIVE, or worse, FAIL.” Links https://www.linkedin.com/in/apyne/ https://amzn.to/3trpnPy Support the Show www.nigelcreaser.com/shop --- Send in a voice message: https://podcasters.spotify.com/pod/show/sundaylunchpm/message
This week I have part one of my chat with Adrian Pyne, The Agile Beyond IT Guy. Adrian has two impressive track records: Delivery & Professional. Delivery 30 years plus led or rescued Change programmes in many sectors (see below), adapting best practice successfully, with a focus on Agility since 2010 . The design, build & leading project, programme and portfolio management (P3) capability for organisations, and Professional Services. Adrian is currently collaborating on [1] Agile Leadership & Project Management [2] Organisation Project Management (OPM), i.e. helping organisations create an environment to maxismise value from projects [3] P3 capability development and Sponsorship coaching Professional Adrian has been at the forefront of the evolution of programme and portfolio management, e.g. APM BoK 6 lead author. A frequent conference speaker and blogger, and co-author of The Gower Handbook of Programme Management, and of APM guides on Agile Governance & Assurance. He says: “Despite great developments in best practice over the last 30 years, around 70% of change still fails, wasting huge investment. There are two main reasons; firstly, many organisations seem unable to address that most difficult success factor – people. There is so much potential for work in this area, integrating people based aspects with the business process and technology. Secondly, working at the organisational level to ensure that the landscape around projects helps them THRIVE and not just SURVIVE, or worse, FAIL.” Links https://www.linkedin.com/in/apyne/ https://amzn.to/3trpnPy Support the Show www.nigelcreaser.com/shop --- Send in a voice message: https://podcasters.spotify.com/pod/show/sundaylunchpm/message
Links from today's episode include:PMO Service Catalogue: https://www.amazon.co.uk/PMO-Service-Catalogue-Insight-into/dp/1527287025/ref=sr_1_1?keywords=pmo+service+catalogue&qid=1655712206&s=books&sr=1-1House of PMO: https://houseofpmo.com/If you are interested in PMO training: https://apmg-international.com/product/house-pmo-essentials
In this week's pod, we were re-joined by Paul Goodge and Warren for the second innings of the philosophy of Project Management. Paul is internationally regarded as a Programme Management and Change Management specialist. He is noted for his ability to swiftly and accurately diagnose issues and evolve solutions both from a technical and a behavioural point of view.Over his career he held a variety of roles both in line leadership and a number of functional responsibilities, providing him with insights across the whole of the enterprise. He has chaired or sat on a wide variety of internal and external committees and steering groups. An ex-Board member of the Association of Project Management he has continued to work very closely with the organisation and was in the first cohort to achieve Chartered Project Professional status. He is an avid long-distance walker, and worldwide traveller, and greatly enjoys music, reading, sport, fine food and wine in his spare time. He has recently commenced studying for a PhD. He lives in Wiltshire. Warren has 25 years of experience within the construction-related insurance industry. Three years ago Warren made a decision to reset his career. He joined a consulting practice offering specialist risk, internal control and assurance advice to large-scale construction and professional service providers. He also opted to return to university and read a mid-career MSc in Project Management, Finance, and Risk. Graduating with distinction in late 2020, and invigorated to bring a fresh challenge to the long-standing project paradox that plagues our industry. The interim conclusion of this ongoing research is that Partnerships were never truly there. And that this is deemed no different in our wider construction endeavour. The suggested answer to the paradox is that projects are either set up to collaborate, or they are set up to fail. That is what he is here to discuss...The main topics we discussed on the podcast were as follows:· Time-bound intended change (TIC) can be used as a definition of a project in order to challenge the existing definitions that usually encompass time/cost/quality· Association for Project Management (APM) / Project Management Institute (PMI) have a role to play in leading the discussion around challenging the existing thinking around projects· Organisations such as the Infrastructure and Projects Authority should be leading and challenging lessons learnt on major projects. Are the right people in the room?· How do we understand what knowledge is?· There is clear evidence that if there is enough leadership interest in personal agendas, it creates a long-term issue for the people who have to work under the leader· Clarity of vision and priority is key for a leader to be successful over a period of time· Information exchange is now immediate due to technology. This makes it more difficult to· Tragedy of the Commons (link below) is the perfect example of whether we will be successful from a sustainable standpoint in the 2020sHere are links to some of the topics we discussed:· Jo Lucas - Human-machine interoperability: What can we learn from the invention of the washing machine? - https://www.linkedin.com/pulse/human-machine-interoperability-what-can-we-learn-from-jo-lucas/· Karl Jaspers – The Origin and Goal of History https://www.amazon.co.uk/Origin-Goal-History-Routledge-Revivals/dp/0415578809· Projects Within Projects Blog --- Send in a voice message: https://anchor.fm/project-chatter-podcast/message
E99 Don't be a Waiter with Ben Peters In this episode of Project Management Office Hours, Ben Peters and PMO Joe discussed Ben's journey in the PMO space, Portfolio Management along with Engineering and Project Management in Cape Town! Ben's unique experience as professional spans over 18 years within the mining, oil and gas, telecoms, […] The post E99 Don't be a Waiter with Ben Peters appeared first on Business RadioX ®.
E99 Don't be a Waiter with Ben Peters In this episode of Project Management Office Hours, Ben Peters and PMO Joe discussed Ben's journey in the PMO space, Portfolio Management along with Engineering and Project Management in Cape Town! Ben's unique experience as professional spans over 18 years within the mining, oil and gas, telecoms, […] The post E99 Don't be a Waiter with Ben Peters appeared first on Business RadioX ®.
Medical Programme – Management of a Child with Down Syndrome by Radio Islam
I'm delighted to welcome back my dear friend Joy Bains. Remember, she was my very first guest in 2020 - Episode 7 which aired on 13th March 2020! Joy is, hands down, one of the best Project and Programme Managers I know. Why is that - you might ask? She always starts her assignments with…. Getting to know her stakeholders. In her line of work this would be the various workstream leads and the executive team she is delivering the programme for. In this episode, Joy shares her passion for multi-disciplined programmes, but also shares a very simple secret…. Important for every Senior Executive to understand! She speaks about her pet hates in consulting - some of which we absolutely share and she tells us how she jumped in for me, taking over the operational delivery for one of Rutz Consulting's Key Clients, whilst I took care of my dying mum. An episode packed with stories and insights! Social Links LinkedIn: https://www.linkedin.com/in/joy-bains-b3171646/ Episode 7 of the Operational Excellence Show: https://operationalexcellenceshow.libsyn.com/insights-into-the-life-of-a-global-project-manager-with-joy-bains Marianne on Linkedin: https://www.linkedin.com/in/marianne-rutz/ Rutz Consulting Website: https://rutzconsulting.com/ This Podcast is produced by: Andrew Madden Photography & Media Production
In this week's pod, we welcomed back Paul Goodge and Warren Beardall to discuss the philosophy of project management. Paul is internationally regarded as a Programme Management and Change Management specialist. He is noted for his ability to swiftly and accurately diagnose issues and evolve solutions both from a technical and a behavioural point of view. Over his career he held a variety of roles both in line leadership and a number of functional responsibilities, providing him with insights across the whole of the enterprise. He has Chaired or sat on a wide variety of internal and external committees and steering groups. An ex-Board member of the Association of Project Management he has continued to work very closely with the organisation and was in the first cohort to achieve Chartered Project Professional status. He achieved an MBA from Cranfield University in 1994. Paul retired from full-time employment in 2012 and enjoys a wide range of interests. His portfolio encompasses consultancy work to various companies, the P3M profession, Executive Coaching and extensive work with various charities, operating locally, nationally and internationally. Projects to Warren are principally associated with the construction industry. He worked for 25 years within the construction related insurance industry. Three years ago Warren made a decision to reset his career. He joined a consulting practice offering specialist risk, internal control and assurance advice to large scale construction and professional service providers. Career project experience was predominantly centered around Public Private Partnerships. Advising senior debt lenders, project equity Special Purpose Vehicles, Government entities or Construction Contractors. UK PFI, US and Canadian P3, Turkish and European PPP. This experience became the center-piece of his MSc dissertation. The interim conclusions of this ongoing research is that Partnerships were never truly there. And that this is deemed no different in our wider construction endeavor. The suggested answer to the paradox is that projects are either set up to collaborate, or they are set up to fail. That is what he is here to discuss. If you'd like to sponsor the podcast get in touch via our website. You can also leave us a voice message via our anchor page and let us know if there's something or someone specific that you would like on the podcast. Proudly sponsored by: PlanAcademy.com | InEight.com | JustDo.com Stay safe, be disruptive and have fun doing it! #ProjectManagement #Blockchain #PMO #ProjectControls #Leadership #Culture #ProjectCertifications --- Send in a voice message: https://anchor.fm/project-chatter-podcast/message
Programme Management is a critical success factor in transformation.But despite the best of intentions, hard work and a desire to succeed, many people assigned to manage and lead programmes are simply not up to the task.And a good programme manager will be able to identify the shortcomings in a programme and predict the consequences, long before they unfold. Some people are great at managing projects, or an operational part of the business, but managing a programme of work is another ball game. Let's face it, being a top tennis player doesn't make you a top squash player.
This week, AXELOS' Allan Thomson and Consultant Richard Rose continue their conversation about key roles for programme management within MSP 5th edition. This time, the focus is on the relationship between Senior Responsible Owner and the Business Change Manager.Visit www.AXELOS.com to find out more about our best practice guidance.Follow us on Social Media:LinkedIn: [www.linkedin.com/company/4999764]Facebook: [www.facebook.com/AXELOSGBP]Twitter: [www.twitter.com/axelos_gbp]YouTube: [www.youtube.com/user/AXELOSBestPractice]
In this episode, AXELOS' Allan Thomson speaks to Richard Rose about key roles for programme management within MSP 5th edition and the relationship between them.This week, the focus is on the Programme Manager and the Business Change Manager.Visit www.AXELOS.com to find out more about our best practice guidance.Follow us on Social Media:LinkedIn: [www.linkedin.com/company/4999764]Facebook: [www.facebook.com/AXELOSGBP]Twitter: [www.twitter.com/axelos_gbp]YouTube: [www.youtube.com/user/AXELOSBestPractice]
Punit is joined by Helen Brown and Brent Walker. Together they talk about data management, privacy compliance and utility of data. Companies implement controls in isolation while there needs to be a holistic approach to management and accuracy for data. The regulation provides principles and it is for management to put in controls to ensure that quality and accuracy of data is ensured. About the guests Helen Brown started her career in the NHS as a statistician and went on to lead a number of health intelligence teams. She led the improvement for better data usage at national level. Helen is the Managing Director at In the Know Limited to help companies maximize the use of their data assets while balancing compliance with regulations and keeping in mind Ethical considerations. Brent Walker is an informatics professional and Chief Data Officer at In the Know Limited with over 30 years' experience in various roles including being a CIO. Brent is skilled in Data Governance, Data Management, Project and Programme Management and Health Information Management. Like Helen, Brent has seen, first-hand, the consequences when the balance between protecting data privacy and data-utility and accuracy risks has been wrong and he has enjoyed working with Helen within ITK to develop the Quality Private Data training course which they both feel can help organizations understand better what is a complex and subtle area and help the data privacy experts and data user silos come together with a shared understanding on how best to balance and mitigate the risks and work together more effectively to ensure that data remains private but still can deliver reliable insights to help deliver business benefits. This is a snippet from the full episode of The FIT4PRIVACY Podcast. If you like this, you would enjoy the full episode. If this is your first time, the FIT4PRIVACY Podcast is a privacy podcast for those who care about privacy. In this podcast, you listen to and learn from industry influencers who share their ideas. The new episodes are released as audio every Wednesday and video on every Thursday. If you subscribe to our podcast, you will be notified about the new episodes. And, if you have not done it, write a review and share this with someone who will benefit from this. --- Send in a voice message: https://anchor.fm/fit4privacy/message
In this episode of the Fit4Privacy Podcast, Punit is joined by Helen Brown and Brent Walker. Together, the three of them have a conversation about data management and privacy compliance for effective utilization of data for organizational purposes. KEY CONVERSATION POINTS What is GDPR for you in one word? Relationship Between Privacy Compliance And Data Management Is Data Accuracy Not A Business Need? Data Utility and Its Relationship with Privacy Key Challenges In Privacy ABOUT THE GUEST Helen Brown Helen Brown started her career in the NHS as a statistician and went on to lead a number of health intelligence teams. She led the improvement for better data usage at national level. Helen is the Managing Director at In the Know Limited to help companies maximize the use of their data assets while balancing compliance with regulations and keeping in mind Ethical considerations. Brent Walker Brent Walker is an informatics professional and Chief Data Officer at In the Know Limited with over 30 years' experience in various roles including being a CIO. Brent is skilled in Data Governance, Data Management, Project and Programme Management and Health Information Management. Like Helen, Brent has seen, first-hand, the consequences when the balance between protecting data privacy and data-utility and accuracy risks has been wrong and he has enjoyed working with Helen within ITK to develop the Quality Private Data training course which they both feel can help organizations understand better what is a complex and subtle area and help the data privacy experts and data user silos come together with a shared understanding on how best to balance and mitigate the risks and work together more effectively to ensure that data remains private but still can deliver reliable insights to help deliver business benefits. ABOUT THE HOST Punit Bhatia is one of the leading privacy experts who has worked with professionals in over 30 countries. Punit works with business and privacy leaders to create an organization culture with high privacy awareness and compliance as a business priority. Selectively, Punit is open to mentor and coach privacy professionals. Punit is the author of books “Be Ready for GDPR” which was rated as the best GDPR Book, “AI & Privacy – How To Find Balance”, “Intro To GDPR”, and “Be an Effective DPO”. Punit is a global speaker who has spoken at over 30 global events. Punit is the creator and host of the FIT4PRIVACY Podcast. This podcast has been featured amongst top GDPR and privacy podcasts. As a person, Punit is an avid thinker and believes in thinking, believing, and acting in line with one's value to have joy in life. He has developed the philosophy named ‘ABC for joy of life' which passionately shares. Roger Federer is his favourite player. Punit is based out of Belgium, the heart of Europe. RESOURCES Websites: www.fit4privacy.com CONNECT Instagram https://www.instagram.com/punit.world/ Facebook https://www.facebook.com/PunitBhatiaSpeaker/ LinkedIn https://www.linkedin.com/in/punitbhatia/ Podcast http://hyperurl.co/fit4privacy YouTube http://youtube.com/fit4privacy Email hello@fit4privacy.com --- Send in a voice message: https://anchor.fm/fit4privacy/message
In ‘From the Frontline', Project journal editor Emma De Vita is meeting project professionals who are working on cutting-edge projects, and academics whose research is at the forefront of project management techniques. In this episode, we meet Emma Willson, who leads the National Audit Office's Major Projects Delivery area of focus. She has worked at the NAO for almost 20 years, auditing a wide range of government programmes, from welfare reform to large-scale defence equipment projects. The NAO audits every government department and some arm's length bodies, like the BBC, and a large part of its work is looking at major government projects, like Crossrail, HS2, Test and Trace and the government's vaccine roll-out scheme, to consider whether they represent good value for money. The NAO also seeks to share lessons in how programmes can be better managed. Its reports include initial learning from the government's response to the pandemic, and a report on learning from projects done at speed. We spoke to Emma to find out more about the valuable lessons for project management that the NAO's unique position affords, in particular to reflect on the successes and failures of the pandemic when it comes to project delivery.
In this episode, I look at the difference between project management and programme management and what the considerations are from switching from project to programme management. --- Send in a voice message: https://anchor.fm/pegasusradio/message
In this episode, AXELOS' Allan Thomson and Ruth Murray-Webster, Lead Editor of the MSP 5th edition, discuss the recent MSP update and how the new edition covers the most common challenges that organizations encounter when leading investments in change. They also talk about optimal programme design and Enterprise Agility.Visit www.AXELOS.com to find out more about our best practice guidance.Follow us on Social Media:LinkedIn: www.linkedin.com/company/4999764Facebook: www.facebook.com/AXELOSGBPTwitter: twitter.com/axelos_gbpYouTube: www.youtube.com/user/AXELOSBestPractice
Stephen and John explore programme management and turning your development plans into action that has impact.
ServiceNow’s VP Innovation Chris Pope talks with Timothy Martin, Programme Management & Business Change Delivery at WhyAye! a ServiceNow partner who’s been checking the platform enhancements out. See omnystudio.com/listener for privacy information.
ServiceNow’s VP Innovation Chris Pope talks with Timothy Martin, Programme Management & Business Change Delivery at WhyAye! a ServiceNow partner who’s been checking the platform enhancements out. See omnystudio.com/listener for privacy information.
In this episode, AXELOS' Allan Thomson talks to Duncan Wade, Director of the Human Interface Consultancy Ltd, about the benefits of PRINCE2 Agile including the five targets it can achieve and why they are important to organizations.Visit www.AXELOS.com to find out more about our best practice guidance.Follow us on Social Media:LinkedIn: www.linkedin.com/company/4999764Facebook: www.facebook.com/AXELOSGBPTwitter: twitter.com/axelos_gbpYouTube: www.youtube.com/user/AXELOSBestPractice
Bio: Darren has a background in commercial management, being an Associate of the Chartered Institute of Bankers following sixteen years in Retail Banking. This culminated as a Senior Personal Banking Manager within the Guildford Group of Branches, which was comprised of 9 branches and 140 staff. A career change into IT in the late 1990s has led to a number of roles within IT including three Head of Department positions covering the complete spectrum of IT. Also, as an accomplished Project Manager and a Prince2 Practitioner he has a phenomenal record in delivering complex programmes and business transformations and an impressive record of negotiating and implementing multi-million pound contracts including Outsourcing, Off-shoring and ERP systems. He is also a Chartered IT Professional. Darren is now a Director of Radtac, a Global Agile Consultancy Business based in London. In addition, he is DSDM Atern Agile PM Practitioner, APMG Facilitation Practitioner, PRINCE2 Agile Practitioner, Certified Scrum Master, Kanban Practitioner. Darren is an active agile practitioner and coach and delivers training courses in Leading SAFe and more recently, Darren is now a SAFe Fellow, one of about 30 worldwide. He is also a SAFe Program Consultant Trainer (SPCT), contributor to the SAFe Reference Guide 4.5 and founder of the London SAFe Meet-up Group. Finally, he is the Treasurer of BCS Kent Branch and co-founder of the Kent Scrum User Group. Also a co-author of the BCS Book “Agile Foundations – Principles Practices and Frameworks”, a reviewer of "Valuing Agile; the financial management of agile projects". Books/ Resources: Tribal Unity by Em Campbell-Pretty Leading Change by John P. Kotter The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organisations by Gene Kim et al Agile Foundations – Principles, Practices and Frameworks y Peter Measey, Darren Wilmshurst and Radtac SAFe Reference Guide 4.5 by Dean Leffingwell SAFe 5.0 Distilled; Achieving Business Agility with the Scaled Agile Framework by Richard Knaster and Dean Leffingwell * NOTE: * As of the time of publishing this episode, the most-current version of SAFe is 5.0 and so I would recommend getting this version. Websites: The Agile Manifesto: https://agilemanifesto.org/ SAFe Principles: https://www.scaledagileframework.com/safe-lean-agile-principles/ Darren's social media profiles: LinkedIn: https://www.linkedin.com/in/darren-wilmshurst-89b0931/ Twitter handle (for fellow Arsenal fans!): @dazzawilmshurst Interview Transcript: Ula Ojiaku: [00:27] My guest for this episode is Darren Wilmshurst. He is the director and head of consulting at Radtac. Darren is a Scaled Agile Framework Fellow, an achievement realized by less than 30 people globally. He's also an SPCT - that is, a SAFe Program Consultant Trainer. Darren trained me as an SPC, and I am honored to call him my mentor as well. This episode, be aware, was recorded before the COVID-19 pandemic so parts of our conversation about travel around the world, conducting a big room planning with all team members physically in the same space might not reflect the current pandemic situation as people aren't traveling as much. And of course, there's social distancing in place, and people are working more remotely than ever. The release of this episode coincides with the 20th anniversary of the Agile Manifesto. Darren and I talked about the Agile Manifesto. And in my opinion, the pearls of wisdom that he shared about applying the values and principles are as valid as ever. Without further ado, ladies and gentlemen, my conversation with Darren Wilmshurst. Enjoy! Main Interview Ula Ojiaku: [01:51] Thank you so much, Darren, for making the time for this conversation. Darren: [01:55] Real pleasure to join you today. Thank you for inviting me. Ula Ojiaku: [01:58] Darren, why don't you start off by telling us a bit about yourself? Darren: [02:02] Oh, yeah that will be good, I have a probably interesting background. Because I spent 16 years in retail banking, I was a bank manager. And banking was all good until the first week of November 1997. Not that I remember the (exact) date. But that was the date that the bank decided to automate my job. So, some bank managers were really good at lending. Some bank managers are really bad at lending. And they wanted to manage the credit risk to 1% of the portfolio. And they can't do that with individual discretion. So, on that date, everything was credit scored. If you wanted an overdraft, (a) personal loan or mortgage, everything was credit scored. I went from being a bank manager of nine branches and 140 staff to being a sales manager, selling financial products, and not something I really wanted to do. So, I made the entirely logical leap from being a bank manager into IT, because that's where my job got (absorbed). I started off as a business analyst, I did some testing, test management, did project management, and then I joined an outfit called, P&O Ferries. And I did a number of ‘Head of …' roles: Head of Programme Management, Head of Development, Head of Delivery as well as Head of Operations, Infrastructure Networks and that sort of stuff. As well, I was just really fortunate to work with some really inspired CIOs during that time, who introduced me to agile probably back in 2003, 2004. And I was just given the environment to experiment with lots of adoption to patterns and practices as well, some that went well, some didn't, we learnt loads as well. But I found it was really hard initially. I think we did our first sort of agile project about 2004. And I'd gone away and read a book and gone to a conference and got inspired by this new way of working. But I came back to the office and (it appeared) my colleagues had read a different book! And we ended up in almost like these ‘agile wars', you know, where we're arguing about whether we all call it a sprint and iteration increments a time box, and I got really fed up with that. So, I got an outfit called Radtac to help me; a guy called Peter Measey. I just need to help us to get to a common foundation. And the first thing we did was just an education event where we got all the guys in the rooms, ‘look, this is the way we're going to work, this is what we're gonna call stuff, we're gonna at least get a common taxonomy in terms of what we mean by these things.' And that made a difference as well, then, you know, implementing it was still hard. So again, got Radtac to help with some of the practices and help them refine those as well. And then I got to a point, I don't know, about seven years ago, where I'd spent almost 30 years in the corporate world and just wanted to do something a bit different, wanted to go and explore my passion a bit more, not about agile, but more about trying to make organizations more effective. And funnily enough, I spoke to Peter Measey again at Radtac, and joined them back in 2012, as a director, and to grow their consultancy practice. So, I went from the corporate role to the dark side of consulting, and that was quite a change. For me, personally, I'd lived, about 25 minutes from my work. And that was right from the time I left my house to when I had coffee on my desk in my office. And now suddenly, I was traveling around the country and around the world. And my children were quite young that time (11 & 13) and that was quite hard in the first six months. I wasn't quite sure this was for me, but I just wanted to explore that passion for that change was hard for me. And then I think I was working with a client down in Bristol, and they started talking about this thing called SAFe. And this guy called Dean Leffingwell. And I hadn't really heard much about it and what it was as well. And then almost coincidentally, I heard that Dean was running an SPC course in London in October 2013. And I thought, okay, I want to go to that. So, I went to that course - I was not convinced. I always remember Dean talking about this two-day PI planning event and he'd said, ‘we can get everybody in the room together.' And I said, ‘what, everybody?' And he looked at me quizzically ‘Yes, everybody, that's everybody that wants to know; not just the developers - Scrum Master, Product Owners…' ‘All of them coordinating live - the planning was with everyone in the room together?' ‘Yes.' So, two days, I think you'll never get that, you know, the conversations that you will need to have, in order to get two days to where people get together for planning out will never happen. So, I sort of remained skeptical. I started running some training courses in 2014. But the interest in the UK was quite low, to be honest. 2015 first off, much the same. And I think towards the end of 2015 people started saying ‘Actually, I'm really interested in the SAFe stuff.' So, we did more training courses. And then I did my first (SAFe ART) launch and that's where my skepticism turned into ‘Oh my - this is an amazing event!' because you know, getting all those people in the room together, when you create those social bonds, that networking, that alignment and where you resolve difficult problems together is huge. I became an advocate so much so I got asked to join the SAFe Program Consultant Trainer program. Ula Ojiaku: [07:07] You said that you were skeptical about bringing everybody in the room for two days. How did you get to convince your first clients to do that? Well, how was it for you? Darren: [07:20] I think I was lucky because my first client was coming, over to my public courses. I think it was like April, this delegation of about four of them. They said ‘we love this. We want to do it'. And they said, ‘we're going to start small, we're not going to start with no massive teams.' I think we started with four teams. And just on the tipping point, really just say, we want to prove it out. So, I need to start with four teams. And two teams were in India and two teams were in the UK. So, my first one was distributed, which was fine, but yes, I think for them, it was like they were sold on it. And they wanted to start small. I think it was easier for me in terms of they were already bought into it. And they wanted to run it and have smaller teams make it an interesting first planning event. But, you know, we had some issues running it distributed. I think it should have taken two and a half days. And it ended up taking three and a half days. Ula Ojiaku: [08:08] Oh, okay. Well, it was a first wasn't it? Darren: [08:13] Yeah. I think the issues with that one there was a couple of things was, first of all with, because it was my first PI planning, I think that's a real red line for me when we try to do asynchronous planning. Number one, you need to have a co facilitator in each location. I didn't, I was in the UK. I wasn't in India, and it was all new to them. And they really struggled as well. Secondly, we tried to do what I call asynchronous planning. So, in the morning, we did all the briefings. And we got to lunchtime. And then we started out in the UK, we started off draft plan in the afternoon, by which time they (the teams in India) had gone home. So, they came back in the morning, and they did their draft plans. And then we tried to bring them together. It just didn't work. I mean, the whole point of the planning is to understand the tensions and the dependencies between the teams. Of course, we're doing that asynchronously. So not only did they weren't sure what they were doing, when we tried to bring the draft plan together, they didn't work. So effectively, we lost that first round of planning. So, we said, okay, we need to find a way of overlapping. So, on day three, the UK guys came in a lot earlier. And we asked the guys in India to stay a little bit later to share the pain. And then we've got an overlap. And we've got our plans together. But we effectively lost that first round of panning because there was no support. And it wasn't synchronous. Ula Ojiaku: [09:26] So, on the third day, did you manage to find someone who would facilitate on your behalf in India or you still had to do that yourself? Darren: [09:35] Yeah, I did it myself. We had video links and stuff like that (to connect with the people in India). But I recognised that they were struggling. The second time around, we made sure that we had facilitators in both locations - really important. Ula Ojiaku: [09:58] That's quite interesting. If you don't mind, I'm just going to go back a bit to the point where you said your tipping point was after about 30 years in industry. You wanted a change, which was when you made the leap into consulting. There might be some people listening who are considering making that same leap. So, what made you decide to go for it? And what was the last straw that broke the camel's back (if there was any such thing)? Darren: [10:27] I don't think it was a midlife crisis. I wanted a new challenge. And it was at that time, I'm like, well, if I didn't do it now, it would never happen. I think I'd gone through, you know, so many organizational reorganizations and restructuring. I just, I couldn't face another one of those. (I thought to myself) ‘well, if I'm going to make the break, this is the time to do it as well.' And I had the opportunity with Radtac to join them and help grow that particular organization as well. So, I think it was an alignment of moons - I needed to change. I'd spent 30 years and in the corporate world and didn't really want to go through another reorganization. And this opportunity presents itself as ‘Okay, well, let's give it a go and see how it goes.' Ula Ojiaku: [11:04] Would you say there was an element of you know, wanting to be a bit more in control of your destiny and not just being at the whim of maybe reorganizations that tend to happen in larger organizations more having some sort of direct say in the direction of things with your career? Darren: [11:20] Probably not, I think because again, I was very senior manager at P&O Ferries. I reported the Board Director. I helped shape a lot the restructuring that happened within P&O Ferries as well. I had a lot of influence and with that organization, I just think it was just about really just exploring my passion and just trying to do something different. I always thought there's just something there's one more thing left in me and I thought this was it. Ula Ojiaku: [11:43] Okay. You said your children were young and the first six months you weren't sure in consulting whether it was for you. So, what made you change your mind? It's definitely evident that you're doing something you're passionate about. What made you decide, ‘Right! It is for me'? Darren: [12:00] Again, my children were like 11 and 13. Both of them are serious swimmers. My son was a national swimmer, he was training about 17 hours a week. So that's four mornings at five in the morning (and evenings as well). My wife was working full time as well. So, it's just it was just again, with me being away traveling and not knowing what time I'll be home. That was the bit that was difficult because at least at P&O Ferries, I know what time I left for work and what time I got home. I could be quite predictable, (but in the consulting situation) I was less predictable. So, we had a long conversation, and my wife decided to temporarily give up her job. And she's a teacher, in order to support me and the children as well. That was a life changing decision that we had to make as a family. So, I'm really grateful for my wife saying, ‘Okay, I'll take a little sabbatical to get us through this.' And we tried to get some normality back to our lives as well. Ula Ojiaku: [12:50] It's really refreshing to hear this because it almost seems like - looking outwardly - everyone has it all, you know. You have to make some sacrifices, compromises to be able to achieve a goal. Darren: [13:03] It's a good question. Because a lot of people say to me, I'd love to become a consultant. And I talk to them about that. ‘Well, you need to recognize that, you know, you could be anywhere now - what's your flexibility?' I could be in the UK, I could be overseas, if it's (my client appointment is) on a Monday, I'm probably flying on a Saturday or Sunday to get to locations. So, I'm there on Monday morning as well, it sounds so glamorous that you know, I travel the world and people see you know that you travel all the time. But funny story was I was due to go to Dubai. And my wife was teaching at the time. And it was the last week of the school term. And my wife was going to finish on the 13th. I was going to Dubai the following Monday. So, I texted her at work and said, ‘Look, you know, I'm going to Dubai next week, do you fancy coming with me?' And she texts back to me saying ‘No, I want a new kitchen!' Okay. About 15 minutes later, she gets back saying ‘No, no, no, no, no, I'm coming!' She came home and said ‘I was in the staff room when I got your text. And I laughed. And when my colleagues asked why, I told them you'd asked if I wanted to go to Dubai next week, and they said, ‘what did you say?' She said, ‘I'd said I wanted a new kitchen?' Yeah. (Long story short) She came with me (to Dubai). We flew out on the Monday -arrived in the afternoon for a two-day training event. I went into the office that Monday afternoon, just to check the office. And then I got up at seven. I was in the office at eight again, I forget how many hours I had three or four hours behind. So, it's like quite early in the morning - training from eight to six before going back to the hotel. And Jo goes, ‘wow, is that what you do?' Yeah, yeah (I say). ‘So, you got really early in the office training all day. So, what do you do now?' I'll have a meal for one in a restaurant, then I'll come back to my room. I do my emails. And I go to bed. Yeah. And I get up the following morning, exactly the same - finish at six, got home, pack my bag, have a meal, go to the airport, fly home ... And that's what you do. I said that's exactly what I did. It looks glamorous, but it's literally planes, hotels, offices. I hate eating on my own. If I'm on my own, I'm not a great explorer either. So, I know some of my colleagues are really good at going out and seeing the sights. So, if you're training all day, you've still got other responsibilities that you need to catch up with as well. So… Ula Ojiaku: [15:17] I can imagine as a head of consulting, it's not just the training, you still have to attend to other official type things. Yeah. Darren: [15:25] Good work for the company that I have to do stuff like that. Ula Ojiaku: [15:28] Oh, wow, I get the impression you are someone who's always out to learn to improve yourself. So, you're not resting on your oars even though you are at this level. Have you at any point in time felt like ‘I think I've learnt enough'? Darren: [15:41] It's also the reverse. I was never a reader. I've always been a numbers person. So, I went to university to study maths. I was one of those kids at primary school where you'd be given a book at the beginning of the week to go away and read it. I get to the end of the week; I'd hand back my book to Miss (his teacher) who'd ask ‘have you read the book Darren?' And I'd go, ‘Yes, Miss…' - I hadn't. And I've never been a great reader. I just wasn't. What I do is probably over the last six years now I've read more than I've ever read. And even so, when I go on holiday, my daughter teases me because, you know, I don't take fiction books on holiday or biography books. I take business books on holiday. Ula Ojiaku: [16:21] I do that as well (laughs) Darren: [16:22] I have a picture my daughter took of me lying in a pool reading a business book. And every time I go on a course, someone will always recommend a new book I haven't read; so I have a backlog of books that I still need to buy and read as well. And there's a couple of books I'm rereading at the moment because… Some of my colleagues are good at the audiobooks; I need to see it. I'm a real visual reader. Ula Ojiaku: [16:46] Okay, okay. Darren: [16:47] …(still on his preference for physical books) …I'm getting down. I'm just highlighting, you know, the bits that character. This is a nugget as well. So, I can flick through that book and, and use those quotes as anecdotes during the trainings that I do as well, so. Ula Ojiaku: [16:58] Okay, so when you mean the visual, would an Amazon Kindle do for you or not? It has to be like a physical book, right? I like physical books; I mean and given that I tend to commute a bit, as well listening to audiobooks. But yeah, I've learned to blend all of them in depending on where I find myself. If you were to gift a book to someone who's aspiring to develop as a lean agile professional, which one would you, one or two, would you gift to the person or recommend to the person? Darren: [17:40] There's essentially a part of them beyond the roadblock is you sometimes just don't get chance to take time out and reflect and write. And I'm a bit frustrated at the moment that I haven't written a blog for a while and stuff like that. So, at the end of April, I'm going to do like a little mini retreat, I'm going off to Finland with Virpi, a fellow SPCT. And we're gonna have a little SAFe retreat, and we want to go away and write a couple of blogs and stuff like that as well. And one of the blogs I want to write is my top three books, top three videos, top three white papers. I think I'm almost there. One (of my top books) is the Tribal Unity by Em Pretty-Campbell. It's about how to get to how to go about forming teams and get them self-organizing. It's a short book. So, it's a really good brief read. Leading Change by Kotter, I think is another book that's just so critical. I think he wrote the book in 1995. I may have got that wrong. But he's rewritten the preface, because he's saying although this book was written over 20 years ago, it's still relevant. Now I find it amazing that the same challenge is still appearing now, even though they haven't learned from 20 years ago. And I think my favorite book of last year was The DevOps Handbook by Jez Humble and that was interesting for me, because for, two reasons. One, it's quite a thick book. Not, it's not small, but it's quite daunting to look at it. And also, you think, oh, I'm not particularly technical, but someone really encouraged me to say, ‘no, read it and actually read it in small batches, reach 25 pages a day.' What a good idea! And what I found was that it was just there was so much goodness in there in terms of there's some technical stuff that you can, you can skim over. But in terms of how to adopt it, some real stories about organizations that have done this as well. And for me understanding that actually, it's not just about automation, there's so much other stuff that you need to do in terms of re architecting and telemetry and stuff like that. Well, for me, that was my book next year. And if we're going to get to this organization where there needs to be more responsive, and they need to get their products to market quicker, they need to find a way to be able to do that without being on very slow, manual downstream processes and practices. Ula Ojiaku: [19:43] We're going to put the links to them (the books mentioned) in the show notes. And it's worth mentioning as well: I mean, you're a co-author of the BCS Agile Foundations book. Darren: [19:51] I think it was them BCS (who) approached us to run an effectively agnostic agile foundations course. We created the course and the exam materials for that. And then they said, ‘well, can you create a companion book for it as well?' As Radtac, a small group of three to nine people that we were at a time, we wrote a book together. And again, we tried to follow our agile principles. So, we had a Trello board. And we agreed and we broke it down into chapters, and then and into sections and who wrote each of those sections. And it was an enlightening experience to do that. I was quite privileged to be one of the co-authors of that as well, I reviewed a book on Agile financial management which was quite cool as well, again, that was in an agile way, you can check it out every two weeks, we were spending every two weeks to do that, as well. And also, I was one of the accredited contributors to the SAFe Reference guide as well, of which I'm really proud of as well. Ula Ojiaku: [20:36] Your last response actually nicely segues into the second part of this conversation, which is to talk about one or two lean agile related topics. You said (something about) the importance of applying agile ways to businesses to make sure that they are delivering value to customers in the shortest possible time; you know, on a consistent and predictable basis. Could you elaborate on that? Why is it important in this day and age for businesses to be agile? Darren: [21:07] I think for me now we're seeing a lot of digital disruption. The one I want to talk about is Blockbuster. That's an old story now, I think Netflix came knocking on their door over 10 years ago and said ‘look, you know, you've got a great high street presence. We've got this idea about streaming videos online. Do you fancy buying us for some silly amount of money? Really small amount of money', and Blockbuster said ‘No, no, we're okay. We're doing great in the high street.' ‘The broadband speeds won't be big enough to stream videos that will never work. We're fine.' ‘Netflix came back a year later and (made the same offer to Blockbuster who refused). And Netflix well… amazing; Blockbuster is not around anymore. I've probably had two or three more recent examples of different digital disruption: HMV - they got placed out of bankruptcy five years ago, someone bailed them out. It looks like they're gonna fold again, and they went on to the high street and said, well, why don't you go into HMV and buy videos and CDs? And the answer was, ‘well, we stream it, we download it. We don't need to do this (buy physical CDs and DVDs) anymore.' My daughter's just doing a level a moment and she's gonna go off with some friends to Magaluf with her girlfriends - much to my horror. Oh, well. Ula Ojiaku: [22:13] Oh well, ‘bank of daddy' (laughing). Darren: [22:15] No, no she's paying for herself. So, traveling, she went on to a well-known high street travel agent and said, we want to go here, this is what we're gonna do and stuff like that. And they said that that's going to be about 750 pounds per person. ‘Thank you very much.' She came home, good girl, went online, got exactly the same deal same hotel, same flights, all inclusive. Plus, airport transfers, which wasn't included, plus some club tickets for 350 pounds per person. Ula Ojiaku: [22:42] Wow! Darren: [22:43] Wow. And then the final one is that we were thinking about selling our house. And we moved about nine years ago – it was the last time we had moved. So, we got a guy around to evaluate our house. So, we asked him ‘what's your fees?' expecting him to say, you know, it's about 2% plus VAT, and then we'll get into that haggling situation where I try and beat him down so we're at 1.75%. And he said to me, it's 1% Darren. That was it. Why is it 1%? He said, ‘Purple Bricks'. So, you know, I think you know, what we get into a situation where, you know, there's a lot of disruption. And these guys are firing up stuff much, much quicker, we need to be able to get out our products and our services to market faster. And also, to get that feedback. And we don't want to create, you know, work on a ‘great' product for three or four years, get the market and find out that it's not required. that people won't buy or sell isn't already limited as well. And we need to find a way of having a hypothesis about our product or services and testing and getting feedback on it as quickly as possible. And potentially as well getting the value as soon as possible before someone else does. So, for me it's about that improvement process of making our work transparent getting inspected, if it's okay, we carry on if not we pivot without mercy or guilt. And having that short feedback cycle, as well try to shorten that feedback cycle as much as we can. Ula Ojiaku: [24:02] Am I right in the understanding that the feedback cycle would include the customer as early as possible in the process? Darren: [24:11] Most of the time that might be a proxy for the customer. But if we get to the real customer, then that's so much the better because that's the real acid test of ‘would you use this? Would you buy this? What would you pay for it? Oh, am I doing the right thing?' Ula Ojiaku: [24:24] Very interesting! The International Consortium for Agile maintain that there's a difference between being agile, and doing agile. In your view, which one should come first? Darren: [24:36] I think there is difference. I go into organization and say there are no we're using JIRA. So, we must be agile. Okay, you know, it's a tool. There are lots of tools out there that can help, but I'm not sure in terms of agile, okay, well, then we're doing this practice of doing a stand up every day, just as a practice. And as some of those practices will certainly help you in terms of ways of working. But for me, and I think those things, though, about doing agile, you know, the tooling and the practices, I think they're starting points, they're very visible, because you can see those things, you see that tooling to see those practices. But in terms of being agile, or adopting agile, they're less powerful. For me the values, the principles, and the mindsets, which are less visible, are more powerful in terms of the overall adoption as well. I've seen too many people that just use the tooling and feel like they're just cranking the handle with the practices, really understanding why they're doing it, that they're doing it not being it, I think it's not a case of one or the other, I think the two need go hand in hand. But you need to explain, okay, these are great ways of helping you in your ways of working. But you need to understand some of the other things that need to go without the values and principles and the mindset changes as well. Ula Ojiaku: [25:50] Okay. And when you talk about the values of principles, are you referring back to the one that originated from the Agile Manifesto in 2001, or is there any other…? Darren: [26:00] Yeah, I think you're right when I started out, they were the ones I used to reference the most. And they were written in 2001. They're still relevant today. I wish they would just turn off some of the software language a bit more. And I think it's much more applicable to the wider organization, not just software development, I recognize that these guys came from the software industry as well -so, I get that but it'd be nice to do that (tone down the software language of the Agile Manifesto). I'm a big fan of the SAFe principles. And when I go in now (to client meetings) to be exact, I don't really talk about agile, because a lot of them will have a preconception of what they think it is and what they've heard. So, I talk about the principles that we need to base our decisions on economics. And they go ‘Yeah, we do'. So now what are the best positioned to be able to evaluate lead, we think about the whole system end-to-end; system thinking rather than optimizing individual teams or departments, because that can sub optimize the whole system. When you think about systems as well, we're working in a very complex environment. So, we can't assume that we know everything upfront. So, we need to assume variability and some way to preserve options. But there's a cost of doing that as well. And we don't want to have too much work in our system, we need to make sure that you know that we've got good flow for our system, by putting too much work into our system, it clogs it all up. So, we do that as well. And then we'll talk about, you know, we still need to plan. So, we know, we need an arrangement as a working at scale, and how we do that. So, we need a, sort of, big planning event. We need to make sure that we invest a huge amount of money and time and to help people. And we need to make sure that we find a way that they are sufficiently motivated. They have enough purpose, autonomy and mastery in their job that they go, ‘this is a great place to work, I don't want to go anywhere else as well.' And part of that comes with, you know, empowering them and decentralizing control so that people have the freedom to make decisions. So that's this little narrative that I have, and that's very much aligned to those same principles that you and I did last December. (Darren was referring to the SPC course he'd taught in Dec 2018 which I, Ula had attended). Ula Ojiaku: [27:57] Yes. This segues nicely into my next question. So, you said when you speak to executives, and I would assume large scale enterprises, about SAFe, you talk about the value and the principles. Now, even in the name SAFe, which is Scaled Agile Framework, it's more about applying agile principles and methodologies and tools at scale. Darren: [28:20] Yeah. Ula Ojiaku: [28:21] Question now is, ‘can a small enterprise apply SAFe?' Darren: [28:27] Can you describe it? What do you mean by small enterprise? Ula Ojiaku: [28:30] An organization that has up to maybe 10s, or a 100s of employees and wouldn't have as large a scale of operations as multinationals? Darren: [28:39] I think the key thing is, what we need to consider is that we're, we're moving away from a project-based organization to a value stream-based organization. So, in the old world, again, again, my heritage was project/ programme management. But those are temporary organizations, so and we fund them accordingly as well. And that's a bit of a nightmare for me as well, because trying to understand how much money we need for a project is difficult to work out. Most projects of that traditional era, tend to be over budget, by almost 200%, I think, standard report, last one was about 188%, over budget over time, as well. So that's always difficult as well. And then you've tried to merge in multiple projects at the same time. And if a project is late, once you finally start this project over here, but you've got people over there that need to be over here. So, you end up with this, this constant trying to align your people to the right project all the time. So all I found I was doing with project was that I was cosntantly trying to move the people to the work and doing that all the time - just shuffling around all the time and the amount of task switching and the amount of overhead trying to do that as well was difficult. The project would be late, trying to get the funding was always difficult. So, we moved to a much more value stream-based approach where we said actually, what we're going to do is create stable teams, and we're going to align our teams to a product or service. So, there will be long lived teams. And effectively what we do is fund that team, which is actually the capital cost of those people. And all that we have to do is we bring the work to the people rather than the other way around. And all I have to do or I have to coach is how to prioritize that work. And it's much easier to prioritize that work than anything else… That was a long prelude to the answer. (Laughs). Ula Ojiaku: [30:17] So useful; it is useful. Darren: [30:19] So, first of all, though, we're going to align teams to our products. Now, if we got a product that only requires another three to nine people, then we don't need a scaling framework. Actually, if you've got two or three teams all working on the same product, and probably we don't need a scaling framework. There are probably tools and techniques that we can take from SAFe but they can probably find a way to collaborate and align without a formal framework. The Tipping Point is once you get to 4-5 teams all working on the same thing, how do we make sure that they can collaborate and align (are going) in the same direction? And I think for me, that's the tipping point, it's not so much the size of the organization, have we got at least five teams all working on the same thing, a product or service that requires alignment? That's the tipping point for SAFe as well. So, it doesn't have to be in a large organization or small. That's the tipping point. And what I sometimes see is that okay, well, we've got 10 teams, we're going to use SAFe to help coordinate them. But they're all working on different things. If they're all working on different things, have different teams. Just have individual teams working on those individual projects. You don't need to coordinate them (if) there's no coupling or no dependencies, then why would you want to do that? And I sometimes see organizations using SAFe as a framework for organizational design. It's not (an organizational design framework). It's a framework to get alignment across multiple teams all working on the same value stream. Ula Ojiaku: [31:40] That's nicely put, and I believe it would clarify the false notion for some people in terms of using SAFe for uses that it wasn't intended for. It's more about delivering value and creating alignment across all levels in an enterprise. Radtac is a lean company from what I could see of the organization. However, for the size of your company, you are making a lot of impact in this sector. What would you say is your secret? Darren: [32:10] That's a great question! I suppose it's, ‘you're only as good as your last engagement.' I'd like to think that actually it's our reputation precedes us as well. A lot of work comes to us, we don't go to it. We don't have a business development function, because most of the work will come to us through our reputation. So, I think if we try to live by our own values, and both as, in terms of how we run our company, and how we work with our engagements; we try to deliver agile in an agile way. And if we're not adding value to an organization, then we don't need to be there anymore, as well. And also, the fact that we have a really odd business model in terms of my role in organizations to make myself redundant in the organisation because I need to make sure that I transfer the capability and knowledge to organization. The last thing I want to be is their ‘agile crutch' where you know, if I walk away, everything falls over. So, I think that's probably an unusual for organizations. That said, I have a business model to make myself redundant; I have a business model to work in small batches; I have a business model to try and create value. If I'm not adding value, then I won't be here anymore. And I think that really resonates with organizations, and most of our business comes through referrals and direct recommendations as well. So yes, that's the secret. It doesn't seem like much but it feels like it's working! Ula Ojiaku: [33:31] No, it does say a lot, because I have worked in consulting as well – a while ago. And it's not what I, the impression I have of the consulting industry, which is more about you know, find more work, make yourself indispensable, weave yourself into, you know, the client's organization such that they can't do without you. So, it's liberating to see a different approach where your aim is to empower the organization so they can get on and continue without you. Darren: [34:01] And I think you're right, yeah, it's almost the opposite. I don't want to make myself indispensable. I want to be able to walk, well, allow them to grow and explore themselves as well. Yeah. But I find it that clients that I started working out with around September 2012 – they still come back and say, look Darren, we tried, it didn't work. So, I go back down and do some little check or audit check, or health check. And, say Okay, we'll try this and try that. So, I'm really privileged that over the last seven years, not only have I worked with some great companies, but I've worked with some really great people that I know. Even though I would say that they are clients, they are friends, as well. Ula Ojiaku: [34:36] So now that's fantastic. And which brings me to… in terms of delivering client work, what I'm getting from you is that it's also important to cultivate good working relationships with them. Because it's not just about the work, it's about, you know, the people are trying to understand them, and making sure you're adapting yourself to them and making the whole engagement work for them on their terms. Darren: [34:59] You and I were both on the other side of the fence, you know, we worked in the corporate world. You know, I worked with lots of third parties and stuff like that, as well. And yeah, you know, you bought that capability. But you ‘bought' the people. People buy people and for me that that relationship with my client is really important as well. It needs to be open; it needs to be transparent, and be honest. And sometimes you can have difficult conversations as well. But for me, it's ‘people buy people' at the end of the day. Ula Ojiaku: [35:22] Thank you. That's something I definitely take to heart. So, a few more things than just to wrap up. Do you have any ask of the audience? You know, how? How can they get in touch with you if they want to say hello? Darren: [35:37] And I will say that the easiest way to get hold of me is on LinkedIn. I always used to say there's only one Darren Wilmshurst on LinkedIn. I'm not entirely sure that's true anymore. But there's only two or three of us anyway. So, Darren Wilmshurst, LinkedIn, just connect with me. That'd be really good to getting feedback on this today. That'd be great. Any questions do that as well just ping me in the links as well. If it gets too complicated, I might revert to email that might be easier sometimes. But yeah, just find me on LinkedIn. That's where I tend to be most active. So that's where I publish my blogs and stuff like that as well. Ula Ojiaku: [36:09] Fantastic. So, you're not on Twitter or any other social media? Darren: [36:13] I am on Twitter. I'm gonna ask others my age. I don't tweet as much. But eh, @dazzawilmshurst (is my Twitter handle) but generally speaking, LinkedIn, is your best bet to probably get through to me. I think you've got an option to publish right through to Twitter as well. So, I tend to use Twitter to follow my other passion, which is Arsenal. Ula Ojiaku: [36:38] So, while there might be other Arsenal fans listening, you will never know, we wouldn't know until we do that. So, we will put the links in the show notes. So, thank you for that. It's really been a pleasure speaking with you and you know, learning from you, as usual. And thank you so much for making the time. Darren: [37:03] And thanks for inviting me. It's been great chatting to you, this morning as well. Thanks for coming on my course last year as well. It's great to have you on the course as well. Ula Ojiaku: [37:11] That (attending Darren's SAFe Program Consultant (SPC) course) was one of the best decisions I made last year. So, thank you!
In this episode AXELOS' Allan Thomson talks to podcast producer Harri Freeman about P3M3, which has become a key standard amongst maturity models, providing a framework for organizations to assess their current performance and put in place improvement plans. They discuss the features and benefits of P3M3 and how organizations should use it.Visit www.AXELOS.com to find out more about our best practice guidance.Follow us on Social Media:LinkedIn: www.linkedin.com/company/4999764Facebook: www.facebook.com/AXELOSGBPTwitter: twitter.com/axelos_gbpYouTube: www.youtube.com/user/AXELOSBestPractice
In this episode, AXELOS' Allan Thomson and John Edmonds talk to Dr Ruth Murray Webster, Lead Editor of the MSP 5th edition, about the definition of programmes, the challenges they pose and how the new MSP 5th edition tackles these.Visit www.AXELOS.com to find out more about our best practice guidance.Follow us on Social Media:LinkedIn: www.linkedin.com/company/4999764Facebook: www.facebook.com/AXELOSGBPTwitter: twitter.com/axelos_gbpYouTube: www.youtube.com/user/AXELOSBestPractice
The adoption of healthy or unhealthy behaviours at project reviews can have an enormous impact on the overall project and even the wider industry. Going down the wrong path can have a multiplier effect over the course of the project, and with growing project complexities, you need to be able to rely on your team....
In this episode Dale and Val talk with Al Simmonite and Paul Goodge about simplicity and complexity in projects! Paul and Al hold so much experience, knowledge and wisdom in leadership and project management. So sit back, relax and enjoy this episode with your favourite beverage. (Also, a special thanks to Dave Pulford for our t-shirts on this pod.)Al's bio: Al is the MD of Advance Consultancy and boasts a background in the military, programme management and bid management. Al focuses on empowering leadership and team development. Outside of work Al is a “serious amateur” landscape and travel photographer.Paul's bio: Paul is internationally regarded as a Programme Management and Change Management specialist. He is noted for his ability to swiftly and accurately diagnose issues and evolve solutions both from a technical and a behavioural point of view. He has chaired or sat on a wide variety of internal and external committees and steering groups. An ex-Board member of the Association of Project Management he has continued to work very closely with the organisation and was in the first cohort to achieve Chartered Project Professional status. Links mentioned in the pod:Dave Pulford - Vonnerose LtdDale's Movember Page#PAYITFORWARDJoin us today at https://www.projectchatterpodcast.com/ for access to bonus content!Don't forget to buy some Project Chatter merch on our charity store, where all profits are donated to our charity partners. Charity ShopThis podcast sponsored by:JustDo.comPlanAcademy.comOur socials:Twitter | Facebook | Instagram | LinkedIn | YouTube
Management Consultancies, big or small, can be a really good fit for Emergency Service professionals. It's challenging, you need to be resilient, the ability to communicate and manage challenging and demanding stakeholders, remain calm under pressure, manage a high workload, advise and support clients, manage expectations, have challenging conversations and be results orientated. Any of this sound familiar? Nick Durrans is a former Royal Marine Commando and Officer who did 5 Tours in Iraq and Afghanistan completing 18 years military service before leaving for a Project and Programme Management career with one of the 'Big 4' Consultancies. Nick is now a Programme Director for Change and Transformation Programmes working with many national and high profile Public Sector organisations. Whether considering management consulting, Project and Programme Management, or in fact, any move to a new role, whether mid-service or on retirement, this interview is absolutely crammed with information, hints and tips that will help you massively. It is an exceptional episode. We discuss mapping and evidencing your values, skills and experience into 'civvy street' and the selection process and what that entailed. We also talk about the most relevant courses for these types of roles and the importance of life-long learning. Nick also talks about how he felt as he was approaching the end of his service, having done nothing else, his worries, fears and concerns and that loss of identity that we feel. He also talks about 'imposter syndrome' and the importance of humility. There is so much parity in what he went through and the feelings many of us have when leaving the Police or other services. If you're on shift and it's 'Q', have a listen! You can listen anywhere and whenever suits you best and they're all completely free! Don't forget you can join our Private Facebook group at : www.facebook.com/groups/bluelightleavers You can also visit the website and blog on www.bluelightleavers.com Download my free guide to LinkedIn for Emergency Service Professionals via this link: https://www.bluelightleavers.com/pl/95723 If you like what you've heard, please subscribe, hit 5* and leave a review and share and come and join us in our Private Facebook Group. --- Send in a voice message: https://podcasters.spotify.com/pod/show/bluelightleavers/message
Paul's bio speaks for itself, but be prepared to have your own thoughts and behaviours challenged as you listen through this episode.Paul is internationally regarded as a Programme Management and Change Management specialist. He is noted for his ability to swiftly and accurately diagnose issues and evolve solutions both from a technical and a behavioural point of view. Whilst Paul has spent considerable years’ operating at Board level, he is equally comfortable out in the workplace. Possessing a combination of technical professionalism and a high degree of empathy he is able to work intimately with individuals within a team and the team as a whole in enabling transformation. In all of his most senior roles he successfully implemented Capability Improvement Plans that received significant praise both internally and with the customer base. Over his career he held a variety of roles both in line leadership and a number of functional responsibilities, providing him with insights across the whole of the enterprise. He has Chaired or sat on a wide variety of internal and external committees and steering groups. An ex-Board member of the Association of Project Management he has continued to work very closely with the organisation and was in the first cohort to achieve Chartered Project Professional status. He achieved an MBA from Cranfield University in 1994. Paul retired from full-time employment in 2012 and enjoys a wide range of interests. His portfolio encompasses consultancy work to various companies, the P3M profession, Executive Coaching and extensive work with various charities, operating locally, nationally and internationally. He is an avid long-distance walker, world-wide traveller, and greatly enjoys music, reading, sport, fine food and wine in his spare time. He has recently commenced studying for a PhD. He lives in Wiltshire in the UK.For more about Project Chatter visit our website:www.projectchatterpodcast.comThis podcast is proudly sponsored by JustDo.Com
Michael Pattinson is a Senior Rail Industry Leader and has an extensive career history in Project and Programme Management and Transformational Change and is now Head of the Digital Factory within Network Rail. Network Rail is the owner, operator and infrastructure manager of Britain's main railway network, which includes 20,000 miles of track, 30,000 bridges, tunnels and viaducts and thousands of signals, level crossings and stations including 20 of the largest stations in the UK and employing around 40,000 staff and contractors. In this episode, Michael talks about the influence his humble upbringing in the North East had on him and how it has shaped his leadership style today. He also talks about the benefits that he sees in bringing Emergency Service professionals and Military leavers into the public and private sector and about three key factors for doing so: We have an inbuilt sense of purpose Our skills and experience ARE relevant to business The importance of having different people, thinking differently within organisations He discusses the future of IT within Network Rail and the significant opportunities that will bring. He also gives some fantastic advice around CV's and interviews and the importance of making the right first impression but also how to deal with failure. Michael is a big supporter of the Blue Light Leavers Group, the emergency services and military personnel, previously kindly organising an IT careers evening for us and I promise, this is a great interview. Don't forget, you can join the Private Facebook group at : www.facebook.com/groups/bluelightleavers You can also access my free Emergency Service Professional's Guide to LinkedIn via this link: https://www.bluelightleavers.com/pl/95723 If you like what you've heard, please subscribe, leave a review and share and come and join us in our Private Facebook Group. --- Send in a voice message: https://podcasters.spotify.com/pod/show/bluelightleavers/message
This week, Glocal Citizens is coming to you from the DANN Residence in the East Legon neighborhood of Accra, Ghana. Our guest is DANN Residence owner, Amma Gyampo. Amma is an Entrepreneur at heart and advisor to Africa-focused Investors and SMEs on topics including Tech, Innovation and Entrepreneurship Strategy, Diaspora Engagement, Sustainable Development, Impact Investment and Hospitality. With a background in Programme Management and a diverse advisory career spanning over 15 years managing global projects for clients including BlackBerry, Vodafone and transforming access to services on e-Government Public Sector IT programmes, Amma brings all the benefits of diversity and broad experience to future-looking Boards. She is founder of AmDeCo, an online Entrepreneurship Support Network, and Investor Relations Director of the Lady Angel Network (LAN), a network of professional women seeking to invest and support African women in business. Amma is also a member of Impact Investing Gh (II-Gh), Ghana's National Advisory Taskforce on Impact Investment charged with providing practical leadership to Ghana and beyond to achieve the UN's Sustainable Development Goals (SDGs), catalyzing Impact Investment and innovation for scalable social enterprises. Amma is a British-Ghanaian that is all about IMPACT in Africa so be sure to tune in to hear all about how her work is achieving just that locally and abroad. Links of Interest Find Amma on LinkedIn (https://www.linkedin.com/in/ammagyampo/?originalSubdomain=uk) On Facbook: @ammagyampo @dannresidence (https://www.facebook.com/DANNRESIDENCE/) @amdecoafrica (https://www.facebook.com/amdecoafrica/) @ammaamdeco (https://www.facebook.com/amma.amdeco) On Twitter: @amdecoafrica (https://twitter.com/amdecoafrica/media) and @DannResidence (https://twitter.com/dannresidence) On Instagram: @dann_residence (https://www.instagram.com/dann_residence/) and @amdecoafrica (https://www.instagram.com/amdecoafrica/) Special Guest: Amma Gyampo.
Karen Dallyn, Account Director at risual: With over 27 years' experience in IT Services, I advise customers how to achieve their business and technical objectives using the full range of risual's portfolio of services. This includes Technical Consultancy, Business Analyst, Project and Programme Management, Enterprise Architect services plus Managed Support and Education solutions into Public Sector customers across the UK. My industry expertise is focused in Central Government, Local Government and Police and my passion for the industry has assisted many customers to successfully transform their IT systems and processes to meet the latest government digital strategies. https://www.linkedin.com/in/karen-dallyn-b931621/
Today’s podcast is a live recording of a panel discussion on “the issues transforming the project and portfolio management industry”. The recording is from a seminar which included guest speakers Sarah Malin, Head of Programme Management, CityFibre; Pat Beattie, Director, PwC; Joe Flynn, Senior Director – Client Engagement, Cora Systems; and was moderated by Caitriona Gately, host of the Project Management Paradise Podcast. Our panel speakers discuss project management issues such as budgeting, the toughest parts in navigating change, dealing with “resisters” and “engagers” and the interpersonal skills needed to drive culture change in an organisation.
Next to take to the stage as part of our 15-minute podcast series is AXELOS' Managing Successful Programmes (MSP) ®. Our lead MSP trainer, Steve Boronski, takes you through how programme management differs from project management, and how MSP can help you to implement large-scale, transformational change in your business. Book onto an MSP course here.Download our MSP process model here.Download our MSP programme plan here.Subscribe to our mailing list!This episode was produced by Alice Crabtree. The music used in this podcast is called 'Southside' by Lee Rosevere and can be found here. It is licensed under CC BY 4.0. Visit our websiteFollow us on Twitter, Facebook, LinkedIn and Google+Contact us:By email: contactus@ilxgroup.comBy phone: UK: 01270 611 600Australia: 1300 459 459New Zealand: 09 363 9777UAE: 0 561 496 498Leave a rating and a review on Apple Podcasts!MSP® is a registered trademark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Dean Johnson (https://www.linkedin.com/in/dean-johnson-03142b1/) is an experienced consultant that has worked in many countries, mainly in the banking industry - check out his roll of roles: CEO, CIO, IT Director, Pre-Sales Director and Programme Management.As we cover all of the tech industry we were honoured to hear Dean's story AND to get to grips with his THREE tips for all people that work in tech, no matter at what level:1; There's No Such Thing As An IT Project2: You Don't Manage Projects You Manage People3: Outsourcing Of IT Services Is Done Because Business Doesn't Understand IT------------------------------------------------------Access Granted podcast featuring Mike Riversdale, Raj Khushal, Pascale Hyboud-Peron, Vaughan Rowsell and others sharing the NZ people from tech, social media, startups and upstartsAll our past shows are on our websitehttps://www.accessgranted.nzFollow and Like us on:https://twitter.com/AccessGrantedNZhttps://facebook.com/AccessGrantedNZhttps://linkedin.com/company/access-granted-podcastSubscribe to the show however you want:https://www.accessgranted.nz/subscribe/
Following the interview with Terrence Donovan in Episode 019, this week Kristal McNamara of Flexology discusses how and why employers make flexible working work effectively. We discuss the different types of flexible working, the benefits to employer (and employee), whether all roles are suitable for flexible working, how senior management lead by example, and the importance of getting your flexible working strategy in place first. Kristal is qualified and experienced in Change and Programme Management, with many years experience in Financial Services as a senior leader. An accomplished people manager experienced with hiring, establishing and managing large teams, she is ideally placed to understand the needs of hiring managers. Flexology is dedicated to improving flexible work opportunities in the South West providing recruitment, training and consultancy services. The benefits of flexible working are compelling and there are now evidenced links to improved business and financial performance. Despite this, the availability of flexible roles is limited and a large and growing talent pool is being overlooked. Flexology aims to bring a fresh approach that will challenge the way companies think about recruitment and their people strategy and help them shape roles that work. GUEST: Kristal McNamara HOST: Sherry Bevan Mentioned on the show and other useful links Twitter: @Flexology_SW Website: Flexology.co.uk Facebook: Flexology SouthWest Download your free worksheet on how to request flexible working Ask your questions or share your feedback Comment on the show notes Tweet me @SherryRB using #ConfidentConversations Get in touch with me directly here Subscribe, rate and review in iTunes For more Confident Conversations connect with me On Twitter @SherryRB Like The Confident Mother Facebook page Sign up to The Confidence Guide produced weekly packed with tips and ideas on career and confidence
Portfolio and Programme Management In this session we discuss the role of portfolio and programme management in the delivery of projects. What's Included In This Section? Definition – programme management and portfolio management Relationship of programme management and portfolio management to project management For more information or a formal qualification based on this podcast visit http://www.parallelprojecttraining.com/distance-learning/apm-project-fundamentals-qualification.
Listen to our podcast for a summary of the subject Programme Management as described in the syllabus for the APMP: The APM Project Management Qualification.
"Never in my life did I think I would end up here at the IAEA. Because when you study international development you look for work in developing countries, not in Europe! I came across this by chance and was intrigued to know that the IAEA is involved in agriculture, human health, ensuring food and water quality, and so many other things, not just nuclear power." Adeline was born and raised in Cameroon. She studied political and social analysis and the economics of natural resources in Essen, Germany and in Grenoble, France.
Welcome to the Software Process and Measurement Cast 184! The Software Process and Measurement Cast 184 features my interview with Steve Boronski. We discussed PRINCE2® (PRojects IN Controlled Environments), which is a widely used project management method that navigates you through the essentials for running a project.PRINCE2 is a de facto standard developed and used extensively by the UK government and is widely recognised and used in the private sector, both in the UK and internationally. Steve's Bio: Steve is a Project and Programme Management professional with many years practical experience developed in both the public and private sectors. He specialises in IT enabled Business Change assisting many organisations to use a structured approach to their business changes, from Portfolio to Programme and Project delivery mechanisms. Steve now spends most of his time travelling the world, training and consulting, helping people to learn and apply PRINCE2®, MSP® and P3O® all Best Practice Guidance freely available from the UK Cabinet Office for worldwide application. Contact Information:Email: steve.boronski@ilxgroup.comWeb: http://www.ilxgroup.comLinked In: http://ow.ly/azUqh Prince 2 Official Site: http://www.prince-officialsite.com/ Shameless Ad for my book! Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: "This book will prove that software projects should not be a tedious process, neither for you or your team." Have you bought your copy? Contact information for the Software Process and Measurement CastEmail: spamcastinfo@gmail.comVoicemail: +1-206-888-6111Website: www.spamcast.netTwitter: www.twitter.com/tcagleyFacebook: http://bit.ly/16fBWV Next The Software Process and Measurement Cast 185 will feature my essay titled the "Narcissism of Small Differences." This essay is based on comments made by Corey Haines in the SPaMCAST 182.
So you work at enterprise level. Lots of stake holders, lots of competition for time, need to deliver to multiple demands that ...POP up. All projects incur change over time, that’s the way of the world. Using a benefits driven approach to delivery rather than a process driven or methodology governed approach frees the team to think laterally, and be responsive to client demands. Agility is more than a project management approach, it’s a way of operation and culture that enables and manages rather than constrains change. Ben will unpick how a fluid agile team can be established and run within a constrained environment, AND deliver quality responsive services to a large organisation. Ben will present real world case studies and examples of how he has used agility cultured teams to deliver creative solutions to complex problems, without burning out the fun in our work. He will also demonstrate techniques on rapid modeling which can save you hours of labor over low yield tasks. All of which will give you the freedom to work more creatively and dynamically while meeting the highly regimented needs of your enterprise or Government clients. Ben Winter-Giles is a Consultant with SMS, is currently engaged at the Programme Management level of a whole of Government initiative with the Department of Treasury. Ben has over 10 years experience in Web, Design and Programme Management in the Government ICT sector. Ben also has specialties in enterprise level Human Factors Integration and user centered design for software. Recently Ben has focussed his efforts on the development of integrated management and tactical solutions. Aiming to free creativity and promote responsiveness and flexibility as a way forward for delivering effective design and development solutions within the highly contained Federal Government environment. Ben’s previous clients include, Department of Employment and Workplace Relations, Medicare Australia, Australian Taxation Office, and a large number of local government and Private sector clients. He is currently developing a Human Factors Integration assessment and blueprinting toolset. Licensed as Creative Commons Attribution-Share Alike 3.0 (http://creativecommons.org/licenses/by-sa/3.0/).
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