Quanta Blogs

Attitudes towards risk - risk identified vs proactive risk management

What kind of attitude does your organisation have regarding risk management?

Based on the kind of conversations I have with organisations that I work with, attitudes vary wildly. Alarmingly, I find a lot of people tell me that risk for them rarely goes beyond the initial identification stage.

In effect, they:

The reality of lessons learnt

A key tenet of any project management best practice methodology or body of knowledge is the idea that your staff should be continually learning from experience, on a personal level, while making sure they share their experiences with others on a consistent basis to develop organisational knowledge.

This doesn’t happen as often as it should! As a project management trainer and consultant I have encountered this universal problem across all industries I have worked with.

Typically, there are three different challenges with lessons learnt that I see again and again. 

Quanta Hosts Guinness World Record Longest Game of Rugby Attempt

2 Teams, 2 Charities over 30 Hours of rugby and the opportunity for you to see a Charity World record rugby attempt.

It is with great pleasure that Quanta are able to bring you the chance to help an amazing group of people aiming to raise £60,000 for 2 brilliant charities, whilst attempting to break a Guinness World Record.

PRINCE2 is changing

Last week our partners and owners of PRINCE2®, AXELOS, announced the upcoming arrival of updated PRINCE2® guidance and Foundation and Practitioner examinations. Together, these form PRINCE2 2017 and represent the first major update to PRINCE2 since 2009. 

This latest version of PRINCE2 will go live in mid-2017 and Quanta will soon announce 2017 course dates which you can pre-book on to.  In the meantime have a look at the link below for a quick summary of the main changes and how they could benefit your organisation. 

We have a completely varied portfolio – should we use an Agile approach for everything?

In short, no. That would be a terrible idea. Within your portfolio there will be initiatives that are well suited to an Agile approach and others that might be better handled in a more traditional manner.

Most of my clients, pure tech companies aside, have adopted what I’m beginning to call ‘binary governance’ for projects. The first step with any initiative is to determine its complexity and then decide on mode of governance which is most appropriate. But how to decide? Well Dave Snowden has created an interesting complexity framework called Cynefin.

What about the Government Digital Service (GDS) and their advice? Is this useful for us at a local authority level?

Sure, the GDS Design Principles were originally formulated with central government in mind, but they contain good advice for any enterprise.

The 18 Service Standards suggested by the Government Design Service (GDS) are a sound set of principles that span a whole host of ideas, from Agility to user experience and from DevOps to redundancy planning. Yes they were written for central government but, with a little tweaking you could apply them to any organisation.

Can an Agile approach help with channel shifting some services within the local government sector?

Absolutely, Agile is a user focussed approach that accelerates learning and implementation. In many ways, most channel shift products are ripe for an Agile approach.

It may sound obvious, but the key to a successful channel shift project is to create digital service alternatives that users actually prefer to use. Ultimately it’s all about creating an excellent user experience and the best way to achieve this is to start where it ends – with the user.

ITSM isn't Formula One. In ITSM you can make reliable services fast, but you can't always make fast services reliable...

"ITSM isn't Formula One. In ITSM you can make reliable services fast, but you can't always make fast services reliable..."

I’ve always known that the relationship between management, control and customer satisfaction is sometimes difficult. It hasn’t always been clear to organisations that you can have one without neglecting the other and, in fact, it’s not one or the other, but which order should we tackle them in. After all, ITSM should ideally help us to deliver all of the above but doesn’t always manage it.

Case study: Leadership in Action - Reed Elsevier Technology Services

'I'm not sure if it matters if you are a supply chain supervisor, a project manager, a military commander or a technical team leader, I think this course, more than any other I have done, reinforces the values and strengths you need to be a great leader in whatever field you choose.' 

IT Support Manager, Reed Elsevier Technology Services

 

Find out more about the Leadership in Action Programme

Not prescribing - The hardest thing about coaching?

We all know as a coach our role is to create awareness and enable our coachees to see new options without being prescriptive or leading. So why is it so hard to bite our tongue and hold onto our ‘advice’ when coaching?

I have trained many managers and budding coaches where the common question is always the same – ‘How do I stop giving them advice?’ Understanding this in a logical way seems easy, they can all tell me why it’s important the client comes up with their own way but demonstrating this through practice seems to be a lot harder.  

Another Award!

We have done it again! We have won The Award for Service Leavers Training Company of the Year at the Nationwide Resettlement Awards 2016.

Pathfinder magazine hosted a fabulous black tie evening at Hotel Football to celebrate all things Service Leavers resettlement. We met inspiring Service Leavers who have achieved incredible things in their civilian lives and witnessed the impressive support networks that help them get there.

The importance of external leadership training

We are sharing great insights from Chistopher Lowden, Government Services Program Manager at Boeing Defence UK on the importance of professional external Leadership training and the the strengths of learning through doing. 

Chris says "Now I work for a big corporate company Boeing, who run their own proprietary leadership and management training courses "which are great" but this little "Gem" run by Quanta will compliment anything and probably everyhting else out there..."