Linkedin event TIE 2021
In the next five years, the world will see more projects than ever. The reconstruction of the economy, healthcare, social care, and society at large, after the devastating global pandemic crisis, will be unprecedented in human history. According to McKinsey Governments’ have announced $10 trillion in reconstruction funds just in the first two months of the crisis, which is three times more than the response to the 2008–09 financial crisis. These are millions of projects, which will need millions of project managers.
We are witnessing the rise of projects as the main unit of work, as well as the essential model to deliver change and create value for individuals, organizations, and society at large.The move from a world driven by efficiency to a world driven by change will have enormous consequences in terms of strategies, culture, organizational structure, competencies, compensations, etc. More and more work will be carried through projects. We will soon all become project managers.
Yet, today, about 70% of projects fail to deliver their objectives. We urgently need to step up and significantly increase the project success rate. Considering that every year approximately 48 trillion US dollars are invested in projects, we fail to deliver trillions of benefits, value, and impact in organizations and society at large. It is colossal, unbearable, and embarrassing. What if we commit to doing much better? if we increase our success ratio from 30% to 60%? Just imaging the amount of value that we would be adding to the world, approximately the GDP of China in extra benefit. Imagine if we do that not only in 2021 but year after year.
“There are fewer “low-cost” ways of working more inclusive, impactful, motivating and inspiring than being part of a project with an ambitious goal, a higher purpose, and a clear fixed deadline.” Antonio Nieto-Rodriguez
We are in the midst of a fundamental transition from the industrial age to the digital era. The result will be a world that looks and operates much differently than the one we inhabit today. The implications for organizations — and those who lead them — are profound. What will it mean to you as a leader, and what you must do to prepare to transform your organization for the digital era?
In a fast changing world, every leader needs to understand strategy. Whether you are a department manager or a company executive, strategy is a key to your success. In this presentation, David will show thinking behind ITIL 4 digital & IT strategy, and show its importance for business and technology leaders at every level.
A user story is a foundation in SCRUM, it is simple and can be written in a minute. The non-functional requirements, like security, usability, or regulatory needs are defined as acceptance criteria or in definition of done. These requirements serve as important constraints for the team – leading it to a solution. Non-functional requirements are not optional, yet many a times these are missed the common reason being “Everybody knows’. Assuming the teams understand non-functional constraints leads to a lack of explicit definition and subsequent failure to define them.
What if we could use leverage games to uncover these non-functional requirements and explicitly define them?
What if we could make this entire activity fun rather than a stressful exercise?
Can this improve collaboration within the team and with customers? We will find out…
The war room is a time-honored tradition of problem solving. While it started out as a physical location, in recent years more and more problem solving has been done in a virtual environment, using ChatOps and collaboration platforms as extensions to engineer’s fingers.
In this session you’ll learn about working efficiently in modern, virtual, war-rooms and maximizing brain power and problem solving by adding AI Operations as a war-room participant.
ITIL 4 takes ITIL to the next level with a key focus on value: I think it’s great!
To ensure management’s continued buy-in, you should start with the ITIL practices that will make the biggest difference to your IT, business operations, and key outcome areas.
In this session Don will provide an easy-to-understand overview of ITIL 4 and its underpinning practices and processes.
If you want to be able to navigate through the ITIL 4 practices and processes in just a few minutes – then this is the session for you.
Covid19 has been a human crisis and has highlighted the concern towards people. For Managing any project, it is essential to have the resources, capabilities as well as hard (technical) and soft (behavioral) skills.
This session will focus on recent research that highlights why the real ‘hard’ skills required to manage projects as well what organizations are looking for – are really ‘soft’ in nature and why we should all give more attention to the way we communicate, think and work with others.
The session will also make predictions and give solutions on how to handle projects digitally for better effectiveness.
This talk will address the multiple ways in which the DA toolkit can be used in order to address risk, namely:
Discussion of each level will be illustrated by practical examples from Mr. Gagnon’s more than 7 years of working with a DA approach, at multiple large clients in the heavily regulated financial sector.
Information technologies and business systems are becoming substantially exposed to cyber security risks and vulnerabilities, especially recently in the context of industry 4.0, continuous operations, 24/7 services and remote work. Cyber security and information security management is hence one of key factors that each organization must address to conduct its business. Because security management is complex, it is necessary to employ a strategic and systematic approach which utilizes appropriate best practices. This also requires project management skills and essential processes to ensure the success of all security efforts.
In the presentation, we will discuss challenges, common practices, strategies and methodologies for cyber security with the purpose to efficiently prevent cyber attacks, cyber risks, security breaches and data misuses that pertain to informatized business processes and services. We will establish the cyber security process as an integral part of IT service management. We will identify a comprehensive set of elements that target key aspects and phases of the cyber security life cycle (prevention, detection, response and recovery), and also address information security management, risk management and incident management at different organizational levels. We will recap recommended practices based on the cyber security capability maturity model (C2M2), as well as ITIL 4 and NIST CSF frameworks. We will particularly apply operational aspects of cyber security practices and strategies to the energy utilities sector and the underlying critical infrastructure.
Managing governance, risk, compliance and audit processes is complex and resource intensive. Companies have multiple frameworks to adhere to, significant volumes of data to collect and assess, a growing number of third-party vendors to monitor and a global customer base.
Risk and compliance programs exist to protect your business from ever-emerging threats, as well as to meet ever-growing customer expectations for data privacy and security. Yet without a holistic understanding of company-wide risks and a fast and efficient way to respond to them, risk management can seem more like a guessing game — and, odds are, it’s one you may lose some day.
Data protection by Design and by Default is emerging specialized organizational capability and vital part of the new discipline: “privacy engineering”. GDPR put it as mandatory in Article 25, new India privacy Bill define that all “data fiduciary” must demonstrate PbD/D practice, as well as new Canadian and evolving number of US federal privacy laws. How PMO should respond to these requirements? How ITIL support privacy as value? How certification for new privacy technicians role map to tech infrastructure, tech engineering, InfoSec, data science marketing and HR?
Today’s customers want fast, flawless service and IT teams are under pressure to efficiently deliver that service, while cutting costs and demonstrating value. This is also intensified by the rise of the DevOps and Agile movements which are putting increasing pressure on the traditional approaches to ITSM.
In response, IT teams should be following the spirit of ITIL’s processes and best practices rather than treating them as strict rules and guidelines that aren’t flexible to evolving needs. Applying lean and agile principles to ITSM leads to collaborative service delivery and iterative service improvement. By harnessing the core principles as guidelines from both ITIL and Agile, your IT Service Management will transform from “doing things right” to “doing the right things”.
Despite the availability of numerous resources, project management tools, training materials, and flexible methodologies, some companies are still struggling to tackle the project management challenges and issues they face.
Connect your teams in one application. Empower them to win more orders, make optimal use of resources, accelerate project delivery times and maximise profitability – from lead generation to billing!