Securing project success!

1. Securing project success! A one-day experience where teams are challenged to maximize their projects’ business value, while balancing the needs of key stakeholders – sponsors and the steering committee, the project delivery team, and the end users.

2. How NOT TO teach children how to ride a bicycle!

3. Learning to Ride • by experience • while having fun

4. Business value • How do we prepare project members to create a deeper understanding of critical success factors? Time Cost

5. If you want your people to be better prepared for all the pit falls in a project you provide them with a project

6. Facts about projects – did you know that… • Standish Group Statistics • 31 % of projects are canceled before finished? • 53 % of completed projects are completed, but impaired? • Average cost overruns of 189 % • Average time overruns of 222 % • 16 %of projects are completed on time, on budget, and on scope? Standish Group survey results can be found at http://www.standishgroup.com

7. What is Celemi Cayenne™? A tool that helps people preparing for the challenges of project work • An intense one-day competition • A board-based business simulation with computerized follow-up • Based on a proven methodology and run by certified facilitators • 4-6 teams of 12-30 people compete • Each team manage their project and experience the consequences of their decisions And the winner is...? The team that creates the maximum business value

8. What will Cayenne do for my organization? • Increase staff involvement and commitment • Improve alignment • Set up and prepare an effective project team • Secure the understanding of critical success factors of project work • Increase the value and engagement in a project kick-off • Improve decision making processes to achieve the highest business value possible • Establish a proactive behaviour among project team members • Secure a successful outcome of an upcoming project Everybody needs to see the big picture and understand how they as individuals and team can contribute to achieving project objectives.

9. The seminar at a glance – the flow The project simulation (5 hours) • Gain experience from a simulated project • Diagnose signs and symptoms, and mitigate accordingly • Prioritize to get the most value out of limited resources Debrief and conclusions (1 hour) • How could project conditions be better managed? Your own project (2 hours) • What do you expect will happen? Assess the conditions. • Getting it right from the start: Discuss actions.

10. Managing a project from Pre-study to Implementation This seminar IS: A hands-on experience to create a mental preparednessto identify and deal with typical challenges and conditionsin a project, such as: • The “project owner’s” commitment… • The project team’s capabilities… • The organization’s preparedness… …giving a general holisticunderstanding of projects. • This seminar is NOT: • About project administration:Project planning, budgeting, resource allocation, etc. • Project methods and modelsCheck lists etc • About managing disaster Scenarios: Fire, bankruptcy, suddenreorganizations, server crashes, etc.

11. A tricky balancing act Business value sponsors and steering committee the project delivery teamthe end users Cost Timeline

12. Business simulation overview The scenario • An IT-project has just been completed • In hindsight it became obvious that the solution did not deliver the expected business value • there were budget and time overruns, and neither the project sponsors nor end users were satisfied with the result. • Actually, only half of the potential business value was tapped. Your assignment • Revisit the project: If you were advising the project team and you were facing these issues, what would you do in this specificsituation...? Key stakeholders are not engaged… get their attention or trust your own judgement? New insights arise… revise the scope or stick to the plan? Project team is overloaded… take quick action or make systematic changes? Actuals are not in line with budget and timeline… adjust figures or adjust ambitions?

13. Welcome to Cayenne • You’re advisors to the project team. • Project just completed. • Project a “flop” - did not deliver expected business value or any unforeseen value. • Only about half of the potential business value was tapped. • Overruns in costs and timeline. • This is your assignment: • Revisit the project: As the project team, what would you do? • Application to your “live” project!

14. Six periods – from pre-study to implementation In each period: • A number of events occur • Discuss in your team, and decide how you want to act • You have limited resources (time and energy), so you need to set your priorities right • Register the outcome • Debrief in plenum

15. The simulation board

16. Score card

17. Computerized follow-up

18. Computerized follow-up

19. Computerized follow-up

20. Target Groups All types of companies, across all industries • Ideally used to kick-start a project. Corporate universities and other training organizations • For those running Project Management courses. The simulation complements and adds value to existing courses. IT systems suppliers or HR consultants • Can use the simulation with their clients in order to create good conditions for a successful joint project.

21. What clients say “Very good way of looking at project management capability. Much more useful than just listening and watching slides! Recommended for real project teams.” Project Manager, Global pharmaceutical company, Sweden The moment of truth “Very good! I particularly liked the discussions after completing each phase, since it allowed us to connect the game’s problems with the reality of our particular company.” Regional Manager, Car Manufacturing Firm, USA “Never having completed anything quite like this, I found it stimulating and thought-provoking, especially the “knock-on” effect of our choices noted, making decisions and the importance of group-work and communication.” Team leader, Local County Council, United Kingdom ”This is not a project management simulation – it’s a change management simulation.”

22. Celemi learning programs: Guiding principles “It’s not what you know, it’s how you know it.” To deliver useful and sustained knowledge, a learning program should… • capture the participants’ attention and trigger their imagination. • address the key elements of the client’s reality – revealing what it is that drives the business. • be based on a strong and consistent conceptual platform. The assumptions and metrics built into simulations should be… • sophisticated enough without being confusing. • concise enough without being superficial. • credible enough not to be dismissed. You cannot just absorb other people’s knowledge… …you can only create your own.

23. What clients say… 85% estimate that it would have taken weeks or longer to learn what they learnt in the seminar if traditional teaching had been the method used 93% judge the Celemi simulations very good or outstanding 99% regard the Celemi materials to be of high or very high quality 97% recommend the seminar to others Source: Gallup Malmö, Sweden

24. The recipe of a project success Celemi Cayenne™ is a project simulation with the ability to prepare, inspire, commit and qualify project members to contribute fully in future projects with a deeper understanding of its critical success factors. It is the ideal way to warm up a project team and bring out the best in each participant! Just as the cayenne pepper, which enhances the flavor of each ingredient in a dish and adds a refreshing overall sharpness! The moment of truth

25. The moment of truth