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19.01.2016
Information for APS managers and HR Professionals looking to fill vacant positions in the APS. The APS is transforming the way it does business in order to remain relevant and continue to offer the best policy advice and service. The APS is committed to employing people with disability and creating inclusive work environments that reflect the diversity of the Australian community.
ForewordEfficient and effective achievement of government outcomes by Australian Public Service (APS) agencies depends on the capabilities of their people. It is tailored specifically to the public sector through examples of APS agency better practice experience. Everyone has a responsibility in managing learning and development to achieve outcomes efficiently and effectively. Learning and development are critical processes for enhancing productivity and organisational performance. Do learning and development strategies and plans reflect agency capability requirements against business outcomes as identified in corporate planning documents? Does the organisation have a structured and accountable approach to the management of learning and development?
Are processes in place to map the agency's culture against the desired culture and do learning and development plans and strategies reflect cultural realities and goals?
Are learning and development strategies sufficiently and appropriately funded for short- and long-term future needs? Are there mechanisms in place to ensure that all people management strategies are coherent?
Are managers and employees aware of their roles and responsibilities regarding individual development and career management?
Is there a system that provides for the collection and reporting of minimum baseline data, which is integrated with agency management information systems?
Are senior and line managers creating a positive work environment, modelling learning for themselves and supporting learning and development in the agency? Is there appropriate promotion, recognition and resourcing of learning and development by senior management? Are learning and development options based on organisational, business unit and individual priorities and needs? Are learning and development options cost-effective, relevant and action-oriented to facilitate transfer of learning to the workplace? Are learning and development options varied, timely, flexible, collaborative, and compatible with individual learning styles and adult learning principles? Are stakeholder relationships with staff, managers, service providers, executive, Parliament effective? Are mentoring and coaching by managers on the job a part of learning and development in the agency? Are there incentives in place to ensure that line managers encourage and provide opportunities to test and develop new skills? Are there support and assistance systems available to advise and support managers and individuals in identified capability areas? Do staff and managers translate performance management activities into development action plans? Are learning and development investments appropriate in terms of time, cost, quality and integration with other strategies and practices? Have learning and development improved individual and agency knowledge, skills, and competency?
As set out under Principle 4, the capability requirements should cover subject matter, skills and knowledge relevant to the agency's or business unit's role and challenges, as well as broader capabilities in management and leadership. Ensure appropriate governance structures include clear lines of responsibility and reporting to reinforce the link between organisational capability needs and the formulation of learning and development strategies and resulting activities.
Governance structures provide an effective mechanism for actively managing the agency's learning and development strategy and activities.Clearly established and articulated roles and responsibilities for formulating and implementing and monitoring learning and development strategies. Articulate what the current culture 'looks and feels' like and map this to the desired culture necessary to achieve business objectives. Ensure that funding is allocated against organisational priorities, including any regional needs, and that responsibility for funding types of learning and development (e.g.
Develop an integrated and coherent approach to people management - so that learning and development strategies are integrated with other people management strategies to achieve your agency's outcomes effectively. Identify and exploit opportunities to integrate learning and development with the agency's core business processes.
Ensure that a learning and development information system is in place (within or linked with the HRMIS) to give the information required for accurate monitoring by management, reporting and forecasting.
Show that you value and support your own learning and development as an essential component of the way you do business. All managers contribute to workforce planning, including the development of learning and development strategies.
Show your commitment by consistently taking an ongoing interest in your staff's learning and development. Agency business objectives and capability requirements drive the subject matter and content of learning options. Systematically plan learning interventions that are appropriate to the characteristics of the organisation, including culture and demographics, and respond to the preferred learning style of the individual. Adult learning theory and practice indicate that learning is most effective when the intervention is directly related to needs and is immediately relevant.
Mr Burke is a frequent keynote speaker on the subject of technology and change to audiences such as NASA, MIT, IBM, Microsoft, U.S. Jon speaks at many events every year about innovation, marketing, creativity, leadership, strategy and social innovation. Mr Gallagher has worked directly with the world's top drivers including Michael Schumacher, David Coulthard and Ayrton Senna, and team owners, giving him a privileged understanding of what it takes to be a world-class competitor. Customise your learning experience based on your topics of interests and importance to your work. For more than a year, the Costa Concordia cruise ship sat half-submerged off the coast of Italy – a striking reminder of the disaster that befell it on 13 January 2012.
That night, the ship capsized near the tourist island of Giglio, which lies off the coast of Tuscany, Italy.
The project team tasked with recovering the partially sunken ship would undertake the world’s largest naval salvage project.
During the planning phase, the project team identified three priorities: protecting the environmentally sensitive waters near Giglio, maintaining safety in the working environment and completing the removal as quickly as possible without compromising the other two goals.
In the months leading up to the parbuckling, more than 500 divers, technicians, engineers, biologists and other team members prepared the ship.
While planning the parbuckling, the team identified the major risks: the wreckage shifting or splitting during the operation, equipment failure or a miscalculation in the engineering plans. The team conducted computer simulations that allowed it to test various responses in case any of those risks arose. Yet thanks to its careful planning and risk management, the team felt confident enough to broadcast the parbuckling live as part of a public-relations effort to improve the area’s tarnished image following the disastrous crash.
In fact, the entire parbuckling operation was unmanned: Engineers remotely operated it from a barge near the cruise ship and used sonar imaging to detect any twisting, ready to adjust the process as needed. On 15 November 2013 the PMI Bulgaria Chapter hosted the third edition of the annual conference, PMDAY Bulgaria 2013 in Sofia, Bulgaria. The conference was a huge success thanks to the efforts of an exceptional team of 15 volunteers and with the kind support of the sponsoring organisations. This year’s conference was a great opportunity to drive innovation, share solutions across different industries, and experience diversity of methodologies, tools and best practices. International lecturers and professionals from Europe and the United States shared their knowledge and tips on proven techniques and methodologies in project management with almost 300 participants. The attendees represented a wide range of professions and industries, including IT, telecommunications, constructions, education, and so forth. The PMI Bulgaria Chapter was proud to welcome Dino Butorac, PMP, who volunteers for PMI as a PMI Mentor Region 8 (Central Europe), as the keynote speaker of the event. Billy Mowery, PMP, from CSC, shared project management lessons and parallels from the aviation industry focusing on how to keep your project from crashing.
PMDAY Bulgaria 2013 proved to be the leading project management event in Bulgaria, which provides practical application of new knowledge on the spot during the conference, fosters sharing of success stories and case studies of real projects, and serves as a platform to find new business partners and career development opportunities. Regular readers of the PMI EMEA e-Link might recall an article in January last year when we reported on the heartwarming outreach by the PMI United Kingdom Chapter in partnership with Barclays Bank to extend project management life skills to young people from Salford University, contributing greatly to the students’ employability. You would be happy to know that one year hence, this partnership has grown from strength to strength providing benefit to an even greater number of undergraduates preparing to enter a very competitive job market. Building on the success of the first event, the chapter welcomed Darryl Isip, PMP, and Julie Lowndes, PMP, from Barclays as associate directors to head the chapter’s Corporate Social Responsibility (CSR) outreach programme. One of the chapter’s objectives was to scale up its efforts and include more students by partnering with like-minded organisations interested in improving the employability of young people.
With the support of the BBC assured, the CSR team was able to start canvassing more universities and increase the scale of the programme. To cater to this significant increase, the Technology Challenge was staged in two locations. Each winning student received A?50 Amazon vouchers in addition to a week of work experience at Barclays and two weeks of work experience at the BBC in Salford. The PMI UK Chapter would like to share these experiences on this very successful outreach to young people with Europe, Middle East and Africa (EMEA) colleagues. VSM is a diagnostic tool for senior management practitioners and identifies the major elements of a process and their interactions. One of the major steps in VSM is to draw a timeline under the process boxes to add the process lead time. VSM is a useful tool for the Lean Six Sigma (LSS) project management practitioners dealing with process optimisation.


Hence, a key point is to first well understand the current process status (as a process baseline) but also to analyse and focus on possible causes, which could help in understanding this status and performance. Thus, such a tool completes the understanding process and provides an additional and valuable view of it. In fact, project management practitioners feel good in their project, depending on the degree to which they feel they are in control of it. Creating a VSM for time management of recurrent tasks allows for gaining control, removes the waste of time and overcomes the pressure and stress. By extension, applying the VSM analysis to the project’s recurrent activities will help improve the effectiveness of the project team and the prioritisation of the project manager considering the business value of each task. Project management practitioners are the ones who apply the company processes in their projects; therefore, they are the ones who can criticise and improve these processes.
As a conclusion, value-based prioritisation through applying VSM is a proven way to improve decisiveness and effectiveness in a project. This article was written by Mounir Soudani, PMP, education director of the PMI France Chapter and Jean-Roch Houllier, PMP, academic development director of the PMI France Chapter. PM Port® helps you keep in touch with your profession through PMI's online global news service powered by LexisNexis.
Project management has long been viewed as an accidental career, where engineers, IT specialists or other technical disciplines using projects as a mechanism to deliver on strategic objectives evolve into project managers.
Register for a two-day PMI SeminarsWorld® course and gain the latest trends and practices in project, programme and portfolio management. Learn from international subject matter experts in a group setting that will allow you to gain fresh insights and a deeper understanding of today’s project techniques and challenges. PMI is excited to announce a significant expansion to our offerings in requirements management.
PMI has long been an authority on requirements management and our Pulse of the Profession® research shows that poor requirements management continues to be one of the major causes of project failure. PMI launched a new Requirements Management Knowledge Center of Excellence (CoE) web page to serve as a knowledge hub where practitioners and organisations can get all the resources they need to improve their requirements management capabilities and maturity. PMI is also in the process of developing a full consensus, common standard on the topic of requirements management, which is slated for launch in 2015. All of these elements will help provide practitioners who work with requirements the tools and knowledge they need to achieve project success. Change is inevitable and organisations that manage it effectively can pull ahead of their competition.
Failed projects can result in huge financial losses for an organisation, but a failed strategic initiative has an impact far beyond just the financials. A new PMI report seeks to help organisations identify where they can create more efficient and effective change management and help them develop competencies to successfully implement and sustain change. Communication is KeyHaving each of these practices, though important and used frequently by Change Enablers, is not enough. PMI’s survey data reveal that among Change Enablers, twice as many strategic initiatives meet original goals and are completed on time and on budget, compared to organisations that are not as competent at organisational change management. Culture and MindsetSince lack of leadership is the second biggest cause for organisational change failures, it is critical that senior management is on board to lead and manage people through change. With a project management culture and mindset, organisations adept at the iterative process of change can enable longer-term sustainable change. Change Enablers understand the financial necessity of strategic change: there are more dollars lost on strategic initiatives due to poor project performance. PMI Educational Foundation (PMIEF), a not-for-profit charitable organisation, is accepting nominations for the PMIEF Kerzner Award, sponsored by the International Institute for Learning, Inc.
You can now nominate yourself or someone else who has managed a small, medium or large project in any sector.
The recipient of The Kerzner Award exemplifies superior performance as well as outstanding project management methods and skills. Congratulations to the 2013 Kerzner Award recipient, Esther Cobos, PMP, a partner with IPSA in Chivasso, Turin, Italy. This book, by Andy Jordan, PMP, is designed to aid strategic C-level decision makers and those involved in the project, programme, portfolio, and project management office (PMO) levels of an organisation. Based on their practical experience and solid research, Vicki James, PMP, Ron Rosenhead, and Peter Taylor, PMP, offer practical methods that project managers can use to optimise the participation of the sponsor. The authors also provide clear and straightforward guidance for project sponsors on how to properly execute their duties and contribute to project success. PMI credentials involve a rigorous process designed to ensure the highest possible professional standard. IntroductionIn Australia, the work of Cotton and Hart distinguishes operational demands and the context in which work is conducted, and recognises that contextual factors (such as leadership and managerial practices, climate and culture) strongly influence how employees cope with and manage their operational demands.
Cotton and Hart have found that contextual factors tend to exert a stronger influence on staff wellbeing outcomes when directly compared with a wide range of operational stress risk factors. Risk management of workplace stressWorkplace stress is a health and safety issue and comes under the OHS Act. Prevention of workplace stressThe expectation under the OHS Act is that managers will do everything practicable to prevent injury through workplace stress.This should occur when a new process or job is introduced. When to actFaced with an awkward or difficult dilemma at work line managers react in various ways. A common response that can work if you have decided it is not time to intervene - problems do sometimes go away or resolve themselves.
Sometimes managers want to say something but lose their nerve and end up sending out coded messages in the form of jokes or quips which make things worse. A manager might decide 'enough is enough' but be careful – issuing edicts and threatening sanctions can leave you with little room to manoeuvre. Talking about problems in an open but honest way can be the hardest route to take but is often the most productive. There are a number of reasons why managers may fail to deal adequately with staff who experience work-related stress.
How do I recognise stress in individuals?Many of the outward signs of stress in individuals will frequently be noticeable to managers and colleagues. How can managers deal with workplace stress?The standard OHS risk management methodology of "find, assess and fix" can be applied to workplace stress. The first step is about paying attention to your staff, noticing any changes in their usual behaviour or relationships.It may be also worthwhile reviewing leave use, both recreation and sick leave as well as over-time or time in lieu. Listen to what staff are saying: are there more complaints or excuses than unusual?Has the level of conflict or sensitivity increased? Think about what you have observed and how that relates to the factors that typically lead to workplace stress. Dealing with particular issuesEach situation of stress in the workplace will have unique aspects. If the stress involves a group of staff, then it is usually a case of mixing and matching: some staff members should be spoken to individually, all staff should be given the option of initiating a discussion with you and the group should be given an opportunity to raise issues as a group. Return from an extended absence(over two weeks): is there anything I should do differently if the person has been away from work for an extended period?
Firstly welcome the staff member back, confirm their contribution was missed and provide an update about developments that have occurred in their absence.Secondly, as a separate exercise, explore with them their reasons for non-attendance.
The normal practice is to keep in contact with staff members that are on unplanned absences. A particular issue at Deakin is "distance management" where particularly direct line managers are not on the same campus as a portion of their staff. We acknowledge the traditional owners of the lands on which Deakin University stands and we pay our respect.
The free online course Organizational Change - Managing and Supporting Employees presents you with a practical step by step guide on the most effective and efficient way to implement organizational change and how to manage and support employees through what can be for many a very difficult period in their working lives.
If your company does certification for those who completed this course then register your company as certification vendor and add your exams to the Exams Directory. Or click "Suggest a course not listed on this site" to add a courses not listed on this site. Your review can help future students of the course to understand if this is what they need. Online courses providers usually don't provide clear list of prerequisites to an online course.
We would like to build relationships withing courses from different providers to understand what courses are prerequisites for a course.
Connect this course to an exam only if your exam can do certification of those who completed the course. If you are a student of this course or already completed the course you can add it to your education passport. If you are interested in learning this course you can add it to your personal education path scheduler. Let us know when you did the course Organizational Change - Managing and Supporting Employees. Add the course Organizational Change - Managing and Supporting Employees to My Personal Education Path. The course will be displayed on the exam page in the list of courses supported for certification with the exam.
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The intention is to inform and influence key agency stakeholders as well as to encourage ongoing improvement by those with direct responsibility for learning and development.This guide articulates the principles and characteristics of a framework for building capability. The management of these learning and development processes is central to their effectiveness.
The key components in the implementation and evaluation of IiP in the AGO have been to engage their people in the process and build ownership of the standard at work team level. Organisations need to focus on the development and training of their talent in order to achieve superior project performance, successful strategic initiatives and become high performers.


Attend PMI Global Congress 2014—EMEA and learn new trends and skills that will help your organisation succeed.
He will speak about teamwork, leadership, innovation and change management in an engaging way, using stories and examples from Formula One racing. Twice the size of the Titanic, the Costa Concordia is the largest capsized passenger ship in history. And it relied on a continually updated shared document outlining environmental risks that was circulated among government authorities and other stakeholders. The main topics of the event were earned value management, leadership in projects, Lean Six Sigma (LSS), project scope management and requirements analysis.
It proved once again that the PMI Bulgaria Chapter has successfully outreached a wide network of project management practitioners in Bulgaria.
In addition to the University of Salford, the Universities of Manchester, Lancaster, Liverpool Hope and Edge Hill sent in teams, swelling numbers from 32 participants last year to over 150. In addition to the Barclays Technology Centre Radbroke where the launch took place on 30 October 2013, the CSR team was welcomed to the cutting edge BBC MediaCity at Salford Keys for the final presentations on 21 November 2013. Mr Isip and Yohan Abrahams, president of the PMI UK Chapter, delivered a well-received presentation at the PMI Region 8 (Europe and Africa) chapter leaders’ meeting in Warsaw, Poland, on 30 November 2013. The focus for this year is in staging the third successful North West Technology Challenge in November. It consists of drawing pictures of the process to be analysed and then using it to identify the waste, bottlenecks or areas of focus. The goal of this exercise is not to review the entire process but to go to the necessary level of description to address the root cause of a problem. What is important to do is to separate the processing time into customer value added time (fabricating, assembling), business non-value added (purchasing, invoicing, reporting) and non-value added (stocking, waiting times). It is coming up with the DMAIC (Define, Measure, Analyse, Improve and Control) multiple-step approach, a tool for improving an existing process. However, the occupation is fast developing into a distinct profession, according to Taryn van Olden, CEO at Project Management South Africa (PMSA). Successful organisational change management requires a commitment to transform an organisation from what it is into what it wants to be. When an organisation embarks on change, it is likely that systems, processes, vendors and perhaps even the overall organisational mindset (or mission) will be impacted. Our research finds that it is also critical to effectively communicate the outcomes of these practices throughout the organisation. The other half is about sustaining the change permanently, so as to deliver the strategic benefits on which the business case for the initiative depended, and then sustain them into the future. The Kerzner Award recognises a project manager who most emulates the professional dedication and excellence of Harold Kerzner, MS, MBA, PhD. Furthermore, the individual provides important contributions in a business, industry, government, community or nonprofit environment.
The PMI Northern Italy Chapter (PMI NIC) partnered with the Veterinary Association for Cooperation with Developing Countries to develop a project for primary and secondary schools in the Democratic Republic of the Congo.
From defining the roles and responsibilities of the project sponsor to suggesting specific practices, which maximise the working relationship between the sponsor and project manager, this book is the ultimate guide. This means the University through its managers and supervisors, is required to prevent and address workplace stress using a risk management framework. As well as considering the physical hazards such as manual handling or ergonomics, the psychological hazards should be considered.Work demands are the easiest to identify. The job stress identification checklist (DOCX, 30.2 KB) can be used to evaluate the stress associated with a job.
You may have to use your disciplinary procedure to resolve a problem, but you may also be able to reach a consensus about the best way forward. These include:inadequate awareness of the issuesreluctance to concede that their management styles may be associated with ill health or stress in their employeesdifferent staff may respond differently to the same working environment and management style. Look in particular for changes in a person's mood or behaviour, such as deteriorating relationships with colleagues, irritability, indecisiveness, absenteeism or reduced performance. In addition, there are staff who already have a psychological condition or develop one during their work life.
Focus on the obvious causes but do not ignore the full range of possibilities.Be honest with yourself: what is my contribution?If you believe the stress is not work related, how is work aggravating the situation? It involves an understanding that all requests or behaviours are actually an attempt to meet a need.Managing Mental Health Matters is a Canadian program focused on helping managers, supervisors and other leaders learn how to effectively recognize and manage mental health related issues including stress in the workplace. Even when a group of staff are facing the same stress risk factors, the best outcomes occur when effort is made to configure solutions to the individual's circumstances. If you already know that the period off work was due to stress, review with the staff member the factors they believe are responsible for the stress.
If you believe this is problematical or you have been asked by the person not to contact them, discuss this with your Human Resources Partner.If possible, you should arrange a face-to-face meeting with staff member at a neutral location preferably, but if necessary at their home. This can lead to two stress issues – staff feeling alienated from their manager (in the worst cases, "us" versus "them"), and the manager not being close enough to the workplace to feel the mood of local staff.
With continuous changes in technology and increased competition due to globalization, organizations need to be able to continuously adapt to the changes occurring around them or face the risk of becoming irrelevant in the market place. You will be fascinated with his unique perspective on the process of innovation and how it causes people and institutions to change.
Audiences consistently recognise his ability to change their outlook on an issue whilst empowering them to feel part of the solution. Register online and, as a PMI member, you can benefit from a special discounted rate on the congress registration. But looking ahead, the chapter would like to replicate this Barclays Bank, PMI partnership in Europe with a soft launch next year.
Project management practitioners are not process executors but a source of proposition for a company’s processes improvement. Failure to successfully enable sustainable change leaves an organisation losing its competitive advantage.
In addition to his distinguished academic, training, and consulting contributions to project management, Dr. Work demand risk factors such as pace of work and work variety are more easily recognised compared to more esoteric support risk factors such as respect and management culture. This may lead managers to conclude that a problem is the individual's – rather than accepting the need to acknowledge and respond to differences in their staffmanagers may be reluctant to be educated in this area if they do not consider health and safety to be part of their responsibilitiesmanagers may be concerned that raising stress with staff may create an issue where none existedmanagers may be reluctant to 'intrude' into a worker's private life, although stresses arising outside of work can spill-over into the workplace.Managers may find it useful to get training or coaching in communication skills, in having difficult conversation or in basic mediation to manage conflict.
If the meeting is at the staff member's home, try to have a colleague accompany you with the staff member's permission. Some ways to mend or maintain that relationship may include:scheduling regular conversations to check on the progress of the injured worker and to give them an opportunity to raise any concerns before problems develop furthernominating an alternative support or contactflexibly providing alternative duties that will allow a gradual restoration of the relationshipusing other agreed strategies that are in place to reduce barriers to return to work, such as mediation and other dispute resolution procedures. If so, involve a credible third partyDo not use your involvement as an excuse for lack of actionStart low key, casually and at an informal level but have your facts marshalled. Availability means leaving time outside the business schedule to catch up with people and socialise. Have specific examples where the person's performance has deteriorated or where it is affecting the performance of othersDo not make a fuss or back the person into a corner. This needs to be tempered with the stress of constant travel and the associated loss of time involved.The clustering when feasible of functions on a campus to warrant the appointment of a team leaderThe use of phone and to a lesser effect e-mail to keep in contact.
You will study 9 key success factors that research on successful organizational change projects from all over the world indicate are crucial for change to be fully implemented. Do not operate on a wing and a prayer.If the person's problem is not affecting their performance or that of others be prepared to back off and respect their privacy. The effectiveness of phone communications is dependant on the quality of the existing relationships. Each of these 9 key success factors will focus on a specific element of organizational change such as: the role of stakeholders, the development of a change plan, and risk management strategies.
If you know that there are alternatives to this course in the courses directory, then, please, find this alternative and suggest it. Even when the issue is work-related you must be sensitive to privacy issues.Do not use respect for privacy as an excuse for inaction. You will study the 11 key success factors necessary to ensure that your employees do not have a negative experience during the change period. If it is refused, leave the offer open whilst continuing to monitor work performance and impact.If a discussion starts to get heated or personal, break it off. You will learn how to empathize with your employees and see change from their perspective, learn why stability is important during a period of change, and how to develop a policy of open communication throughout the process. Get a third party (HR Partner) involved to protect both yours and the other person's integrityDo not get into arguments.
This free course will be of great interest to professionals working in an industry that is currently experiencing, or will soon be experiencing change, and wish to play a prominent role in the change management process. If the matter needs to be pushed and the person concerned is not responding well, break off and make arrangements for a more formal meetingDo be prepared to act as a sounding board and assist the other person to come to a personally acceptable decision. Facilitate the persons self-development and awarenessDo not act as a judge, confessor or parent.
If this is what the person wants, refer them to professional assistance (Employee Assistance Program). Avoid seeming indifferent but do not become emotionally involvedDo accept that some problems are out of your league. If the matter cannot be resolved locally, identify the best course of action and best forum for its resolutionDo not become involved over your head.




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