PMBOK Cafe is an innovative workshop that explores the best practices of
Displaying items by tag: Japan
Tuesday, 30 November 1999 00:00
2009 Summer Japanese Best Practices Harmony Survey
Which Country is your office in?
JapanJapanJapanJapanJapanJapanJapanJapanJapan
Which Country does your Enterprise PM methodolgy come from?
JapanMy officeindividual methods refering overseas methods like PMPUSASingapore, South AfricaoverseasSaudi ArabiaJapanJapan
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Does your organization use a systematic approach to plan, execute, control a project?
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People may select more than one checkbox, so percentages may add up to more than 100%.
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How long have you used the PMBOK?
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Do you undertake and execute projects for other organizations?
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What is the normal duration of project in your organization?
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Project Planning
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What factors influence your organization the most when selecting a Project Manager? - Subject Matter Expert
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What factors influence your organization the most when selecting a Project Manager? - Similar Project Experience
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Additional Info
- Year_Session_Workshop 2009S1W3
Published in
Japanese Best Practices
Tuesday, 30 November 1999 00:00
2009 Summer The Marketing School of Project Management Presentation Bottom-Up
12 responses
Summary See complete responses
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What kinds of technologies/tools do you use for sharing Project Information with Stakeholders ?
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People may select more than one checkbox, so percentages may add up to more than 100%.
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Which way is the best approach to persuade stakeholders against the changes of Project Scope / Requirements etc. ?
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How do you find the right person who has large influence on decision making ?
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Additional Info
- Year_Session_Workshop 2009S1W5
Published in
Marketing School of Proect Management
Sunday, 04 October 2009 00:00
2009 Summer The Marketing School of Project Management Marketing Survey Top-Down
13 responses
Summary See complete responses
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What is your preferred method to communicate change to a senior stake holder?
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Which method presents more opportunity for negotiation?
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Which method is more difficult in negotiation?
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Which method requires more extensive work and preparation
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Which method has more risk in communicating change to senior stake holder?
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Which method has a higher probability of success in communicating change to a senior stakeholder?
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Which method requires more grease (money, indirect influence) to communicate change to senior stake holder?
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Which method requires more detailed evidence (proof) to communicate change to senior stake holder?
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Which method depends more on relationship in communicating change to senior stake holder?
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Additional Info
- Year_Session_Workshop 2009S1W5
Published in
Marketing School of Proect Management
Sunday, 04 October 2009 00:00
2009 Summer The Marketing School of Project Management Survey Innovative Suvey Results
11 responses
Summary See complete responses
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According your experience, which tool was useful for sharing the project requirement with stakeholders and for managing the change requirement?
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People may select more than one checkbox, so percentages may add up to more than 100%.
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How does the Projects Manager ensure (pursuade) accptence of change (alternative proposals)?
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When you request the evaluation of project proposal from other vendor or staff, what is your recommended approaching?
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When you request evaluation of proposals from other vendors or staff, how much reliable do you feel normally?
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Additional Info
- Year_Session_Workshop 2009S1W5
Published in
Marketing School of Proect Management
Sunday, 04 October 2009 00:00
2009 Summer The Marketing School of Project Management Presentations
Additional Info
- Year_Session_Workshop 2009S1W5
Published in
Marketing School of Proect Management
Sunday, 04 October 2009 00:00
2009 Summer The Marketing Schoool of Project Management Presentation Innovative Approach To Change Management
Innovative approach to the Marketing Changing on a Project
Scenario
As a Project Manager. You analyzed the Scope Requirements of your customer. Based on your previous projects your team concludes, The project cannot meet the requirements that the project will be in jeopardy. You are going to propose changes. How will you communicate/market to the Customer your Proposed Changes to the Scope of the project?
Innovative approach to the Marketing Changing on a Project
Introductions
Subject: Marketing idea's & Stakeholders Satisfaction
Input: Change management, it's impact on the success of project is very close, but difficult to control
Constraints: Difficulty of change to meet stakeholder's satisfaction
Output: Iron Chef
Stakeholders are a king and royal family, they are requesting to deliver a delicious dinner. And the requesting is always changing.
We, project manager is a chef, and we have to be a Iron Chef. Delivering balanced food and satisfy royal family's request.
Key point: Use innovative & persuasive solutions
One solution is technology which is like a useful cookwares and recipes. These tools support chef's cooking quality.
And other solution is Nutritionist advise. These advice support to manage royal family's requirement.
Road map: Showing how these solutions make leverage project marketing action
Find good recipes from old recipe books.
historical data will be utilized to develop alternatives to persuade and satisfy stakeholders.
current status of cost, scope, quality...etc
process asset. company environments
benchmark other stakeholders with relevant similar ambitions
search journals
Make foods with suitable cookware
analyze historical data, and current status using ITTools.
ITTools give us hints for good ways.
SAP
IRIS
Nutritionist advisor
Objective opinions and credible experience of external experts will give us powers to persuade stakeholders
Delphi method
Change Control Board
External experts’ communities
Conclusion
Road map: Showing how these solutions make revel project marketing action
Constrains: Difficulty of change to meet stakeholder’s satisfaction
Output: Iron Chef
Key point: Use innovative & persuasive solutions
PMBOK Cafe Marketing Innovation from Robert Higgins on Vimeo.
Hamzah Al-Kohaji
Yongduck Lee
Masaki Iwakura
Additional Info
- Year_Session_Workshop 2009S1W5
Published in
Marketing School of Proect Management
Sunday, 13 September 2009 00:00
2009 Summer Japanese Best Practices Survey Culture
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Do you mind working extra working hours with no pay?
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Do you actually work extra hours with no pay?
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Does your organization have a rigid hierarchy?
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Do you work in a matrix organization?
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If yes, does it work effectively?
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Do your projects (in Japan) normally include a charter or a clearly defined scope?
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What would be the most effective tool & techniques to successfully manage a cross-cultural project?
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Additional Info
- Year_Session_Workshop 2009S1W3
Published in
Japanese Best Practices
Sunday, 13 September 2009 00:00
2009 Summer Japanese Best Practices Survey Pre-Workshop Japanese Survey
Pre-Workshop Survey Results Japanese Project Management
Which Country is your office in?
JapanJapanJapanJapanJapanJapanJapanJapanJapan
Which Country does your Enterprise PM methodolgy come from?
JapanMy officeindividual methods refering overseas methods like PMPUSASingapore, South AfricaoverseasSaudi ArabiaJapanJapan
|
Does your organization use a systematic approach to plan, execute, control a project?
|
|||||||||||||||||||||
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People may select more than one checkbox, so percentages may add up to more than 100%.
|
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How long have you used the PMBOK?
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Do you undertake and execute projects for other organizations?
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What is the normal duration of project in your organization?
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Project Planning
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What factors influence your organization the most when selecting a Project Manager? - Subject Matter Expert
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Additional Info
- Year_Session_Workshop 2009S1W3
Published in
Japanese Best Practices
Sunday, 04 October 2009 00:00
2009 Summer The Marketing School of Project Management Presentaion Top Down Approach
Marketing Project Management Top Down Approach
Scenario
As a Project Manager. You analyzed the Scope Requirements of your customer. Based on your previous projects your team concludes, The project cannot meet the requirements that the project will be in jeopardy. You are going to propose changes. How will you communicate/market to the Customer your Proposed Changes to the Scope of the project?
Top Down Approach
Top down approach and its four key elements to influence key stake holders.
Introduce the four key elements of Top Down approach
Presenting key stake holders with current project status and receive acceptance to proposed change
Effortless acceptance of the change and success of the project
Do you know when it’s best to use Top Down approach?
We are going to present the four key elements of the top down approach, Relationship, Approach, Experience, Evidence, and finally analyze the difference between Top Down and Bottom Up
Capitalize of your relationship with the stakeholder
Use an appropriate approach
Demonstrate experience
Present evidence
When is Top Down approach most effective?
Top Down vs. Bottom Up
Negotiation opportunities
Preparation
requirements
Top Down Approach
Highlighted the top down approach and its four elements to influence key stake holders.
Introduced the Top Down approach four key elements
Presenting key stake holders with current project status and receive acceptance to proposed change
Effortless acceptance of the change and success of the project
Do you know when it’s best to use Top Down approach?
Additional Info
- Year_Session_Workshop 2009S1W5
Published in
Marketing School of Proect Management
Sunday, 04 October 2009 00:00
2009 Summer The Marketing School of Project Management Presentation Bottom-Up Approach
Informal Bottom-up Approach to Managing Change
Scenario
As a Project Manager. You analyzed the Scope Requirements of your customer. Based on your previous projects your team concludes, The project cannot meet the requirements that the project will be in jeopardy. You are going to propose changes. How will you communicate/market to the Customer your Proposed Changes to the Scope of the project
Informal / Bottom-up Approach
Introduction
Informal / bottom-up aproach can be used to make your customer listen your opinion in a crucial moment.
Sometimes project members know better about requirement than customers. Occasionally, PM have to convince their needs for requirement changes.
Your project members noticed the project will be in trouble. You have to make your customer agrees to your proposal of requirement change.
Your customer always listen your opinions, and your need for a requirement change is always accepted.
Make your customer on your side! Use grassroots approach.
1) Bring more customer side people on your side. 2) Choose the right person and right way to communicate. 3) Prepare more data to emphasize and backup your opinion.
Body
1. Building up consensus
?Gather general working level opinion and organize them
ex) In North Korea abducion matter, family members of abducted people united together and apealed strongly the need for
political action by Japanese government on street so that the public opinion become sympathetic as politicians could not ignore.
?Make the project visible and open to customers.
2. Finding key person / technique
?Find the person having large influence on decision making.
?Adjust the perspective with the expertize of the key client.
3. Justifying with proof
?Bring the expert who knows deep about the same kind of problem with the one you are confronting now.
?Constantly collect data showing progress and achievement of the project.
Try to make atomospher that various stakeholders trust you and back you up.
Conclusion
Roadmap : 1) Bring more customer side people on your side. 2) Choose the right person and right way to communicate. 3) Prepare more data to emphasize and backup your opinion.
Sometimes project members know better about requirement than customers. Occasionally, PM have to convince their needs for requirement changes.
Your project members noticed the project will be in trouble. You have to make your customer agrees to your proposal of requirement change.
Your customer always listen your opinions, and your need for a requirement change is always accepted.
Make your customer on your side! Use grassroots approach.
Need for requirement change could happen to everybody. Don't afraid and face it!
Additional Info
- Year_Session_Workshop 2009S1W5
Published in
Marketing School of Proect Management
