際際滷shows by User: casrwellgould / http://www.slideshare.net/images/logo.gif 際際滷shows by User: casrwellgould / Tue, 20 Jan 2015 10:59:41 GMT 際際滷Share feed for 際際滷shows by User: casrwellgould Creativityv2 /slideshow/creativityv2/43707191 creativityv2-150120105941-conversion-gate01
THE DRIVER FOR 2015 IS CREATIVITY - this presentation explores the subject and is backed by a feature on our website www.carswellgould.co.uk]]>
THE DRIVER FOR 2015 IS CREATIVITY - this presentation explores the subject and is backed by a feature on our website www.carswellgould.co.uk]]> Tue, 20 Jan 2015 10:59:41 GMT /slideshow/creativityv2/43707191 casrwellgould@slideshare.net(casrwellgould) Creativityv2 casrwellgould THE DRIVER FOR 2015 IS CREATIVITY - this presentation explores the subject and is backed by a feature on our website www.carswellgould.co.uk <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/creativityv2-150120105941-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> THE DRIVER FOR 2015 IS CREATIVITY - this presentation explores the subject and is backed by a feature on our website www.carswellgould.co.uk
Creativityv2 from Edward Gould
]]> 722 2 https://cdn.slidesharecdn.com/ss_thumbnails/creativityv2-150120105941-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Mix Agile with Prince 2 for rewarding results /slideshow/acando-casestudy-aimi-aemail/42723121 acandocasestudyaimiaemail-141215101948-conversion-gate01
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]]> Mon, 15 Dec 2014 10:19:48 GMT /slideshow/acando-casestudy-aimi-aemail/42723121 casrwellgould@slideshare.net(casrwellgould) Mix Agile with Prince 2 for rewarding results casrwellgould <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/acandocasestudyaimiaemail-141215101948-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
Mix Agile with Prince 2 for rewarding results from Edward Gould
]]> 356 3 https://cdn.slidesharecdn.com/ss_thumbnails/acandocasestudyaimiaemail-141215101948-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 HITACHI DATA SYSTEMS ENHANCES PROJECT PROVISION Acando Case Study /slideshow/acando-casestudyhd-semail/42216005 acandocasestudyhdsemail-141201081235-conversion-gate02
Wayne Philpott knows more than a thing or two about successful project management. He has seen pretty much all there is to see during his 28 year long career at Hitachi Data Systems. As a manager in the Programme Management Office, Wayne is responsible for ensuring all project activity is delivered successfully, on-time, every time. When Wayne started at HDS almost three decades ago, the project management landscape was a very different industry from what it is today. In the beginning, project management as a discipline was solely defined by the individual project managers. We had to conceive and develop to ensure success for Hitachi Data Systems as an organisation and fundamentally for our customers. Wayne continually looked for new ways to enhance project provision at HDS and developed initiatives ranging from the ordinary to the radical in his quest to ensure project success rates stood at 100 per cent, delivering on even the most demanding customer requirements. In 2001 he created the Programme Office within the company, an industry-leading move at the time. Wayne and his team worked tirelessly to develop the Programme Office, its staff and their capabilities including adding PRINCE2速 as a basic requirement. Everything Wayne and Hitachi Data Systems have done has been focused on improving project success. So, what exactly does their project expert mean when he says In 28 years Ive never seen a company like Acando. Prior to Acando partnering with Hitachi Data Systems, the company worked with a range of suppliers to help them find the best project managers to work on the projects they deliver. WITH ACANDO, I HAVE ONE POINT OF CONTACT WHO CAN TALK AT BOARD LEVEL, REPRESENT LARGE PROGRAMMES PERFECTLY AND UNDERSTAND EXACTLY WHAT WE NEED. HE HAS MADE A HUGE DIFFERENCE.]]>
Wayne Philpott knows more than a thing or two about successful project management. He has seen pretty much all there is to see during his 28 year long career at Hitachi Data Systems. As a manager in the Programme Management Office, Wayne is responsible for ensuring all project activity is delivered successfully, on-time, every time. When Wayne started at HDS almost three decades ago, the project management landscape was a very different industry from what it is today. In the beginning, project management as a discipline was solely defined by the individual project managers. We had to conceive and develop to ensure success for Hitachi Data Systems as an organisation and fundamentally for our customers. Wayne continually looked for new ways to enhance project provision at HDS and developed initiatives ranging from the ordinary to the radical in his quest to ensure project success rates stood at 100 per cent, delivering on even the most demanding customer requirements. In 2001 he created the Programme Office within the company, an industry-leading move at the time. Wayne and his team worked tirelessly to develop the Programme Office, its staff and their capabilities including adding PRINCE2速 as a basic requirement. Everything Wayne and Hitachi Data Systems have done has been focused on improving project success. So, what exactly does their project expert mean when he says In 28 years Ive never seen a company like Acando. Prior to Acando partnering with Hitachi Data Systems, the company worked with a range of suppliers to help them find the best project managers to work on the projects they deliver. WITH ACANDO, I HAVE ONE POINT OF CONTACT WHO CAN TALK AT BOARD LEVEL, REPRESENT LARGE PROGRAMMES PERFECTLY AND UNDERSTAND EXACTLY WHAT WE NEED. HE HAS MADE A HUGE DIFFERENCE.]]> Mon, 01 Dec 2014 08:12:35 GMT /slideshow/acando-casestudyhd-semail/42216005 casrwellgould@slideshare.net(casrwellgould) HITACHI DATA SYSTEMS ENHANCES PROJECT PROVISION Acando Case Study casrwellgould Wayne Philpott knows more than a thing or two about successful project management. He has seen pretty much all there is to see during his 28 year long career at Hitachi Data Systems. As a manager in the Programme Management Office, Wayne is responsible for ensuring all project activity is delivered successfully, on-time, every time. When Wayne started at HDS almost three decades ago, the project management landscape was a very different industry from what it is today. In the beginning, project management as a discipline was solely defined by the individual project managers. We had to conceive and develop to ensure success for Hitachi Data Systems as an organisation and fundamentally for our customers. Wayne continually looked for new ways to enhance project provision at HDS and developed initiatives ranging from the ordinary to the radical in his quest to ensure project success rates stood at 100 per cent, delivering on even the most demanding customer requirements. In 2001 he created the Programme Office within the company, an industry-leading move at the time. Wayne and his team worked tirelessly to develop the Programme Office, its staff and their capabilities including adding PRINCE2速 as a basic requirement. Everything Wayne and Hitachi Data Systems have done has been focused on improving project success. So, what exactly does their project expert mean when he says In 28 years Ive never seen a company like Acando. Prior to Acando partnering with Hitachi Data Systems, the company worked with a range of suppliers to help them find the best project managers to work on the projects they deliver. WITH ACANDO, I HAVE ONE POINT OF CONTACT WHO CAN TALK AT BOARD LEVEL, REPRESENT LARGE PROGRAMMES PERFECTLY AND UNDERSTAND EXACTLY WHAT WE NEED. HE HAS MADE A HUGE DIFFERENCE. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/acandocasestudyhdsemail-141201081235-conversion-gate02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Wayne Philpott knows more than a thing or two about successful project management. He has seen pretty much all there is to see during his 28 year long career at Hitachi Data Systems. As a manager in the Programme Management Office, Wayne is responsible for ensuring all project activity is delivered successfully, on-time, every time. When Wayne started at HDS almost three decades ago, the project management landscape was a very different industry from what it is today. In the beginning, project management as a discipline was solely defined by the individual project managers. We had to conceive and develop to ensure success for Hitachi Data Systems as an organisation and fundamentally for our customers. Wayne continually looked for new ways to enhance project provision at HDS and developed initiatives ranging from the ordinary to the radical in his quest to ensure project success rates stood at 100 per cent, delivering on even the most demanding customer requirements. In 2001 he created the Programme Office within the company, an industry-leading move at the time. Wayne and his team worked tirelessly to develop the Programme Office, its staff and their capabilities including adding PRINCE2速 as a basic requirement. Everything Wayne and Hitachi Data Systems have done has been focused on improving project success. So, what exactly does their project expert mean when he says In 28 years Ive never seen a company like Acando. Prior to Acando partnering with Hitachi Data Systems, the company worked with a range of suppliers to help them find the best project managers to work on the projects they deliver. WITH ACANDO, I HAVE ONE POINT OF CONTACT WHO CAN TALK AT BOARD LEVEL, REPRESENT LARGE PROGRAMMES PERFECTLY AND UNDERSTAND EXACTLY WHAT WE NEED. HE HAS MADE A HUGE DIFFERENCE.
HITACHI DATA SYSTEMS ENHANCES PROJECT PROVISION Acando Case Study from Edward Gould
]]> 532 1 https://cdn.slidesharecdn.com/ss_thumbnails/acandocasestudyhdsemail-141201081235-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds document 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 That's not what I wanted, An Acando master class in business analysis. /slideshow/thats-not-what-i-wanted/42212653 thatsnotwhatiwantedv21-141201065311-conversion-gate02
In this master class we look out how to undertake effective business analysis from inception through to implementation to ensure successful project delivery.]]>
In this master class we look out how to undertake effective business analysis from inception through to implementation to ensure successful project delivery.]]> Mon, 01 Dec 2014 06:53:11 GMT /slideshow/thats-not-what-i-wanted/42212653 casrwellgould@slideshare.net(casrwellgould) That's not what I wanted, An Acando master class in business analysis. casrwellgould In this master class we look out how to undertake effective business analysis from inception through to implementation to ensure successful project delivery. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thatsnotwhatiwantedv21-141201065311-conversion-gate02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> In this master class we look out how to undertake effective business analysis from inception through to implementation to ensure successful project delivery.
That's not what I wanted, An Acando master class in business analysis. from Edward Gould
]]> 407 3 https://cdn.slidesharecdn.com/ss_thumbnails/thatsnotwhatiwantedv21-141201065311-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 20 years of CG and the Marine Industry /slideshow/20-years-of-cg-and-the-marine-industry/27563211 cgmarinepresentation-131025054955-phpapp01
Carswell Gould has been working with the marine and maritime industries for over 30 years. This presentation explores some key areas of experience and our approach.]]>
Carswell Gould has been working with the marine and maritime industries for over 30 years. This presentation explores some key areas of experience and our approach.]]> Fri, 25 Oct 2013 05:49:55 GMT /slideshow/20-years-of-cg-and-the-marine-industry/27563211 casrwellgould@slideshare.net(casrwellgould) 20 years of CG and the Marine Industry casrwellgould Carswell Gould has been working with the marine and maritime industries for over 30 years. This presentation explores some key areas of experience and our approach. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cgmarinepresentation-131025054955-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Carswell Gould has been working with the marine and maritime industries for over 30 years. This presentation explores some key areas of experience and our approach.
20 years of CG and the Marine Industry from Edward Gould
]]> 402 3 https://cdn.slidesharecdn.com/ss_thumbnails/cgmarinepresentation-131025054955-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Social Media for The Creative Industries /slideshow/social-media-for-creative-industries/27562435 socialmediaforcreativeindustries-131025051911-phpapp02
Exploratory talk created for A Creative Industries group. FActs figures and stats around the Creative industries market , the social media state of play in 2013 and my take on the correct way to mix social media into business activities.]]>
Exploratory talk created for A Creative Industries group. FActs figures and stats around the Creative industries market , the social media state of play in 2013 and my take on the correct way to mix social media into business activities.]]> Fri, 25 Oct 2013 05:19:11 GMT /slideshow/social-media-for-creative-industries/27562435 casrwellgould@slideshare.net(casrwellgould) Social Media for The Creative Industries casrwellgould Exploratory talk created for A Creative Industries group. FActs figures and stats around the Creative industries market , the social media state of play in 2013 and my take on the correct way to mix social media into business activities. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/socialmediaforcreativeindustries-131025051911-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Exploratory talk created for A Creative Industries group. FActs figures and stats around the Creative industries market , the social media state of play in 2013 and my take on the correct way to mix social media into business activities.
Social Media for The Creative Industries from Edward Gould
]]> 665 8 https://cdn.slidesharecdn.com/ss_thumbnails/socialmediaforcreativeindustries-131025051911-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Project Success 'Orange Paper' /slideshow/white-paper-project-success-print/27562384 whitepaper-projectsuccessprint-131025051637-phpapp01
This research paper looks at what the key contributing factors to a successful project are and whether there are lessons we can learn from this to make our projects more successful. The research was in the form of a questionnaire sent out to over 43,000 people involved in delivering projects. There were 4,451 respondents and it is these responses that make up the material presented in this paper. There are two appendices to this paper which explain in some more detail The demographics of questionnaire respondents. Statistical significance testing and how it was applied to the questionnaire results. For those who are just interested in the survey results one important piece of advice before we dive straight in. A survey is an inexact science to understand exactly what is contributing to project success. It can give trends rather than absolute definition and is comparative in its nature not absolute. This piece of research does not purport to have the answers to what creates a successful project. But it does highlight common factors amongst successful projects and trends that are exhibited more commonly across successful projects. Without any further ado lets dive straight in.]]>
This research paper looks at what the key contributing factors to a successful project are and whether there are lessons we can learn from this to make our projects more successful. The research was in the form of a questionnaire sent out to over 43,000 people involved in delivering projects. There were 4,451 respondents and it is these responses that make up the material presented in this paper. There are two appendices to this paper which explain in some more detail The demographics of questionnaire respondents. Statistical significance testing and how it was applied to the questionnaire results. For those who are just interested in the survey results one important piece of advice before we dive straight in. A survey is an inexact science to understand exactly what is contributing to project success. It can give trends rather than absolute definition and is comparative in its nature not absolute. This piece of research does not purport to have the answers to what creates a successful project. But it does highlight common factors amongst successful projects and trends that are exhibited more commonly across successful projects. Without any further ado lets dive straight in.]]> Fri, 25 Oct 2013 05:16:37 GMT /slideshow/white-paper-project-success-print/27562384 casrwellgould@slideshare.net(casrwellgould) Project Success 'Orange Paper' casrwellgould This research paper looks at what the key contributing factors to a successful project are and whether there are lessons we can learn from this to make our projects more successful. The research was in the form of a questionnaire sent out to over 43,000 people involved in delivering projects. There were 4,451 respondents and it is these responses that make up the material presented in this paper. There are two appendices to this paper which explain in some more detail The demographics of questionnaire respondents. Statistical significance testing and how it was applied to the questionnaire results. For those who are just interested in the survey results one important piece of advice before we dive straight in. A survey is an inexact science to understand exactly what is contributing to project success. It can give trends rather than absolute definition and is comparative in its nature not absolute. This piece of research does not purport to have the answers to what creates a successful project. But it does highlight common factors amongst successful projects and trends that are exhibited more commonly across successful projects. Without any further ado lets dive straight in. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/whitepaper-projectsuccessprint-131025051637-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This research paper looks at what the key contributing factors to a successful project are and whether there are lessons we can learn from this to make our projects more successful. The research was in the form of a questionnaire sent out to over 43,000 people involved in delivering projects. There were 4,451 respondents and it is these responses that make up the material presented in this paper. There are two appendices to this paper which explain in some more detail The demographics of questionnaire respondents. Statistical significance testing and how it was applied to the questionnaire results. For those who are just interested in the survey results one important piece of advice before we dive straight in. A survey is an inexact science to understand exactly what is contributing to project success. It can give trends rather than absolute definition and is comparative in its nature not absolute. This piece of research does not purport to have the answers to what creates a successful project. But it does highlight common factors amongst successful projects and trends that are exhibited more commonly across successful projects. Without any further ado lets dive straight in.
Project Success 'Orange Paper' from Edward Gould
]]> 553 7 https://cdn.slidesharecdn.com/ss_thumbnails/whitepaper-projectsuccessprint-131025051637-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 What a waste of money! Orange Paper /casrwellgould/project-failure-what-a-waste-of-money-print projectfailure-whatawasteofmoneyprint-131025051536-phpapp01
What a waste of money IT Project Failure and how to avoid it This white paper examines the reasons why IT projects fail. The results of several studies are presented, and the trends for failure rates examined. A number of reasons for project failure are considered, and recommendations are made as to how project failure may be avoided. Its almost an unwritten rule that IT projects fail - or at least a significant number of them do! IT Projects do not need to fail, but it seems to have become an acceptable norm. The reasons why they fail have not changed much over the past 15 years, and neither have the rates of failure. Although there have been many attempts to propose simple guidelines, which, it has been argued, can change IT project success rates significantly, projects continue to fail. In the following sections we will consider what is meant by project failure, and then look at the results of studies that provide figures for IT project failure rates. We will examine the reasons why they fail, and consider ways to avoid project failure.]]>
What a waste of money IT Project Failure and how to avoid it This white paper examines the reasons why IT projects fail. The results of several studies are presented, and the trends for failure rates examined. A number of reasons for project failure are considered, and recommendations are made as to how project failure may be avoided. Its almost an unwritten rule that IT projects fail - or at least a significant number of them do! IT Projects do not need to fail, but it seems to have become an acceptable norm. The reasons why they fail have not changed much over the past 15 years, and neither have the rates of failure. Although there have been many attempts to propose simple guidelines, which, it has been argued, can change IT project success rates significantly, projects continue to fail. In the following sections we will consider what is meant by project failure, and then look at the results of studies that provide figures for IT project failure rates. We will examine the reasons why they fail, and consider ways to avoid project failure.]]> Fri, 25 Oct 2013 05:15:36 GMT /casrwellgould/project-failure-what-a-waste-of-money-print casrwellgould@slideshare.net(casrwellgould) What a waste of money! Orange Paper casrwellgould What a waste of money IT Project Failure and how to avoid it This white paper examines the reasons why IT projects fail. The results of several studies are presented, and the trends for failure rates examined. A number of reasons for project failure are considered, and recommendations are made as to how project failure may be avoided. Its almost an unwritten rule that IT projects fail - or at least a significant number of them do! IT Projects do not need to fail, but it seems to have become an acceptable norm. The reasons why they fail have not changed much over the past 15 years, and neither have the rates of failure. Although there have been many attempts to propose simple guidelines, which, it has been argued, can change IT project success rates significantly, projects continue to fail. In the following sections we will consider what is meant by project failure, and then look at the results of studies that provide figures for IT project failure rates. We will examine the reasons why they fail, and consider ways to avoid project failure. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/projectfailure-whatawasteofmoneyprint-131025051536-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> What a waste of money IT Project Failure and how to avoid it This white paper examines the reasons why IT projects fail. The results of several studies are presented, and the trends for failure rates examined. A number of reasons for project failure are considered, and recommendations are made as to how project failure may be avoided. Its almost an unwritten rule that IT projects fail - or at least a significant number of them do! IT Projects do not need to fail, but it seems to have become an acceptable norm. The reasons why they fail have not changed much over the past 15 years, and neither have the rates of failure. Although there have been many attempts to propose simple guidelines, which, it has been argued, can change IT project success rates significantly, projects continue to fail. In the following sections we will consider what is meant by project failure, and then look at the results of studies that provide figures for IT project failure rates. We will examine the reasons why they fail, and consider ways to avoid project failure.
What a waste of money! Orange Paper from Edward Gould
]]> 402 6 https://cdn.slidesharecdn.com/ss_thumbnails/projectfailure-whatawasteofmoneyprint-131025051536-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Only in Fairy Tales are Emperors Told that they are Naked - Orange Paper /slideshow/white-paper-emperor-print/27562338 whitepaperemperorprint-131025051457-phpapp01
Most organisations dont do project governance. Instead conversations like this are heard up and down the corridors of our businesses: I dont care what the report says. I dont care youre going to deliver late with less functionality. Because thats not going to happen. You will be on time, and it will work. Now stop wasting time in my o ce and go make it happen. 12 months later the project is canned after being 贈45m over budget, 贈165m spent and delivering zero benefi ts. The implementation partner is kicked out and the senior executives keep their jobs. No questions asked. Of course its not always as harsh and bullish as the last conversation. Equally harmful is the nice conversation that still pays total disregard to project governance: This project is pushed for time. The deadline is very tight. The team is a little smaller than ideal, so were going to have to work e ciently and hard. But if we can pull together we can deliver this. The project delivers 35% late and the attrition rate of team members in the project is 25%. And there are 101 other examples - from a business case that doesnt add up, to an incapable delivery team, or huge risks not mitigated or understood prior to project kick off . Up and down the country projects are not governed, billions are wasted and were all guilty of standing by and letting it happen. Those organisations that think they do governance - dont. Theres a great quote by Warren Buff et which pinpoints whats really happening. In some mergers there are truly synergies even though often times the acquirer pays too much for them but at other times the cost and revenue bene ts that are projected prove illusionary. Of one thing, however, be certain. If a CEO is enthused about a particularly foolish acquisition, both his internal sta and his outside advisors will come up with whatever projections are needed to justify his stance. Only in fairy tales are emperors told that they are naked. The APM advocate 11 facets of project governance, but Human Systems only 8. Totally Optimised Projects rack the number up to 26 whilst ITGovernance.co.uk scale it down to only 6 and the HM Treasury have one more at 7. This di erence in opinion only reverts us back to the title of our section - So what is governance?]]>
Most organisations dont do project governance. Instead conversations like this are heard up and down the corridors of our businesses: I dont care what the report says. I dont care youre going to deliver late with less functionality. Because thats not going to happen. You will be on time, and it will work. Now stop wasting time in my o ce and go make it happen. 12 months later the project is canned after being 贈45m over budget, 贈165m spent and delivering zero benefi ts. The implementation partner is kicked out and the senior executives keep their jobs. No questions asked. Of course its not always as harsh and bullish as the last conversation. Equally harmful is the nice conversation that still pays total disregard to project governance: This project is pushed for time. The deadline is very tight. The team is a little smaller than ideal, so were going to have to work e ciently and hard. But if we can pull together we can deliver this. The project delivers 35% late and the attrition rate of team members in the project is 25%. And there are 101 other examples - from a business case that doesnt add up, to an incapable delivery team, or huge risks not mitigated or understood prior to project kick off . Up and down the country projects are not governed, billions are wasted and were all guilty of standing by and letting it happen. Those organisations that think they do governance - dont. Theres a great quote by Warren Buff et which pinpoints whats really happening. In some mergers there are truly synergies even though often times the acquirer pays too much for them but at other times the cost and revenue bene ts that are projected prove illusionary. Of one thing, however, be certain. If a CEO is enthused about a particularly foolish acquisition, both his internal sta and his outside advisors will come up with whatever projections are needed to justify his stance. Only in fairy tales are emperors told that they are naked. The APM advocate 11 facets of project governance, but Human Systems only 8. Totally Optimised Projects rack the number up to 26 whilst ITGovernance.co.uk scale it down to only 6 and the HM Treasury have one more at 7. This di erence in opinion only reverts us back to the title of our section - So what is governance?]]> Fri, 25 Oct 2013 05:14:57 GMT /slideshow/white-paper-emperor-print/27562338 casrwellgould@slideshare.net(casrwellgould) Only in Fairy Tales are Emperors Told that they are Naked - Orange Paper casrwellgould Most organisations dont do project governance. Instead conversations like this are heard up and down the corridors of our businesses: I dont care what the report says. I dont care youre going to deliver late with less functionality. Because thats not going to happen. You will be on time, and it will work. Now stop wasting time in my o鐃 ce and go make it happen. 12 months later the project is canned after being 贈45m over budget, 贈165m spent and delivering zero benefi ts. The implementation partner is kicked out and the senior executives keep their jobs. No questions asked. Of course its not always as harsh and bullish as the last conversation. Equally harmful is the nice conversation that still pays total disregard to project governance: This project is pushed for time. The deadline is very tight. The team is a little smaller than ideal, so were going to have to work e鐃 ciently and hard. But if we can pull together we can deliver this. The project delivers 35% late and the attrition rate of team members in the project is 25%. And there are 101 other examples - from a business case that doesnt add up, to an incapable delivery team, or huge risks not mitigated or understood prior to project kick off . Up and down the country projects are not governed, billions are wasted and were all guilty of standing by and letting it happen. Those organisations that think they do governance - dont. Theres a great quote by Warren Buff et which pinpoints whats really happening. In some mergers there are truly synergies even though often times the acquirer pays too much for them but at other times the cost and revenue bene鐃 ts that are projected prove illusionary. Of one thing, however, be certain. If a CEO is enthused about a particularly foolish acquisition, both his internal sta鐃 and his outside advisors will come up with whatever projections are needed to justify his stance. Only in fairy tales are emperors told that they are naked. The APM advocate 11 facets of project governance, but Human Systems only 8. Totally Optimised Projects rack the number up to 26 whilst ITGovernance.co.uk scale it down to only 6 and the HM Treasury have one more at 7. This di鐃 erence in opinion only reverts us back to the title of our section - So what is governance? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/whitepaperemperorprint-131025051457-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Most organisations dont do project governance. Instead conversations like this are heard up and down the corridors of our businesses: I dont care what the report says. I dont care youre going to deliver late with less functionality. Because thats not going to happen. You will be on time, and it will work. Now stop wasting time in my o鐃 ce and go make it happen. 12 months later the project is canned after being 贈45m over budget, 贈165m spent and delivering zero benefi ts. The implementation partner is kicked out and the senior executives keep their jobs. No questions asked. Of course its not always as harsh and bullish as the last conversation. Equally harmful is the nice conversation that still pays total disregard to project governance: This project is pushed for time. The deadline is very tight. The team is a little smaller than ideal, so were going to have to work e鐃 ciently and hard. But if we can pull together we can deliver this. The project delivers 35% late and the attrition rate of team members in the project is 25%. And there are 101 other examples - from a business case that doesnt add up, to an incapable delivery team, or huge risks not mitigated or understood prior to project kick off . Up and down the country projects are not governed, billions are wasted and were all guilty of standing by and letting it happen. Those organisations that think they do governance - dont. Theres a great quote by Warren Buff et which pinpoints whats really happening. In some mergers there are truly synergies even though often times the acquirer pays too much for them but at other times the cost and revenue bene鐃 ts that are projected prove illusionary. Of one thing, however, be certain. If a CEO is enthused about a particularly foolish acquisition, both his internal sta鐃 and his outside advisors will come up with whatever projections are needed to justify his stance. Only in fairy tales are emperors told that they are naked. The APM advocate 11 facets of project governance, but Human Systems only 8. Totally Optimised Projects rack the number up to 26 whilst ITGovernance.co.uk scale it down to only 6 and the HM Treasury have one more at 7. This di鐃 erence in opinion only reverts us back to the title of our section - So what is governance?
Only in Fairy Tales are Emperors Told that they are Naked - Orange Paper from Edward Gould
]]> 647 8 https://cdn.slidesharecdn.com/ss_thumbnails/whitepaperemperorprint-131025051457-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 PSP PR Case Study /casrwellgould/psp-pr-case-study pspcasestudy-12851560478257-phpapp02
An case study overview of PR work conducted for our client PSP.]]>
An case study overview of PR work conducted for our client PSP.]]> Wed, 22 Sep 2010 06:49:20 GMT /casrwellgould/psp-pr-case-study casrwellgould@slideshare.net(casrwellgould) PSP PR Case Study casrwellgould An case study overview of PR work conducted for our client PSP. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/pspcasestudy-12851560478257-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> An case study overview of PR work conducted for our client PSP.
PSP PR Case Study from Edward Gould
]]> 305 4 https://cdn.slidesharecdn.com/ss_thumbnails/pspcasestudy-12851560478257-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-casrwellgould-48x48.jpg?cb=1593508319 I work at Carswell Gould our award winning, integrated marketing communications agency based on the south coast of the UK. I lead a great team marketing experts and am responsible for developing creative marketing solutions and partnering our clients in their approach to marketing. We have in house departments that cover all aspects of communications including our studio, web, pr, digital, social and project management that all focus on improving how you comunicate. As a lean agency on the South coast you get the benefit of award winning ideas without the London price tag. Proven results and a high level of care means our clients stick with us long term. Please feel free to contact me... carswellgould.co.uk https://cdn.slidesharecdn.com/ss_thumbnails/creativityv2-150120105941-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/creativityv2/43707191 Creativityv2 https://cdn.slidesharecdn.com/ss_thumbnails/acandocasestudyaimiaemail-141215101948-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/acando-casestudy-aimi-aemail/42723121 Mix Agile with Prince ... https://cdn.slidesharecdn.com/ss_thumbnails/acandocasestudyhdsemail-141201081235-conversion-gate02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/acando-casestudyhd-semail/42216005 HITACHI DATA SYSTEMS E...