Practical negotiation skills for issues that can arise during a Fujitsu delivery engagement for a client. Content Overview
This learning event is an adaptation of the introductory H12 Negotiation event.
It focuses on the techniques that would be useful during the execution of a contracted engagement, i.e. after the sales cycle is complete. The class discussions and exercises are based on real-life scenarios that have been experienced in Fujitsu engagements, such as project delays, scope changes and shifts in priorities.
It also reinforces the importance of securing essential agreements at the beginning - as to how we will work together to implement the contract - to facilitate future negotiations. Intended Audience
Fujitsu managers and leaders who interact with clients in the management of a contracted Fujitsu engagement.
This is a custom-tailored workshop intended for the key members of a project team that is about to start its engagement.
The goal of the workshop is to focus on the critical success factors, success criteria, main risks and constraints with the upcoming engagement, and to equip the team members with Fujitsu knowledge assets that will help. Where feasible, the workshop will sketch critical sections of some documents for the engagement. Many of these assets are in Macroscope, but there are others.
For team members who are new to Fujitsu, it will include the main aspects of what our clients expect of Fujitsu overall.
This is a custom-tailored workshop intended for the key members of a project team that is about to start its engagement. The goal of the workshop is to focus on the critical success factors, success criteria, main risks and constraints with the upcoming engagement, and to equip the team members with Fujitsu knowledge assets that will help. Where feasible, the workshop will sketch critical sections of some documents for the engagement. Many of these assets are in Macroscope, but there are others. For team members who are new to Fujitsu, it will include the main aspects of what our clients expect of Fujitsu overall.
Agile and DevOps practices and culture are key to the success of Fujitsu Americas. The Agile/DevOps Center of Excellence has identified a number of key learning resources that should help you move through proficiency levels
While the focus for many Fujitsu projects involves the delivery of IT solutions, managing and delivering the related business transformation is a core service and skill set within Fujitsu.
Business Transformation takes many forms and names, such as organizational development, organizational design, change management, process redesign. It ensures that a cohesive solution is created that enables clients to fully realize the benefit and value from their programme investments. The intent for the PM Delivery Forum presentation is to provide an overview of a recently completed business transformation project to demonstrate why understanding and managing the business side of an IT project is critical to success for both project managers and clients." Play recording
DevOps is one of the critical capability of an enterprise but most often misunderstood or not completely understood. This presentation provides an overall picture of DevOps and its core components. Provides insights into what a PM should understand and plan, for a successful execution of a DevOps/Cloud Migration projects. This presentation also covers Comerica use case by elaborating challenges faced and how Fujitsu navigated these challenges to pave the path of success, with careful and systematic execution."
Support pratique a pour objectif d'introduire aux techniques de gestion de projet dont la maîtrise est indispensable aux cadres de l'entreprise moderne. Il intéressera également les praticiens d'entreprises désireux d'acquérir ou de compléter leurs connaissances en gestion.
Plan de formation :
- Introduction à la gestion de projet : 1 jour ;
- MS Project : 3 à 4 jours ;
- Autres : 5 à 13 jours ;
Le management agile prend son envol en réponse à l'environnement turbulent, complexe et imprévisible. Ce contexte où les changements se succèdent à un rythme effréné, nécessite régulièrement des réactions rapides de la part des organisations.
Learn How to Align Your Educational Activities to the PMI Talent Triangle Framework
New Webinar Available Now
The PMI Talent Triangle framework can provide you with many opportunities. Here's a new webinar to help you understand how to align your educational activities before the CCR updates go live 1 December 2015.
Watch the webinar now to learn:
What the PMI Talent Triangle is and why it's important;
How it will fit into the CCR program updates;
And, what each of the skill areas mean and more!
Reminder: The CCR Program will be updated 1 December 2015.
Webinar series coming soon: Look for more information on our webinar series on important topics leading up to the launch in December.
Know all the details from our dedicated webpage: All details about the program updates have been consolidated into a central location on this webpage. Please bookmark the page - you will be notified via email when updates are made.
The leadership skills of fostering team commitment through communication, negotiation, conflict resolution and coaching. The material is drawn from several other stand-alone courses.
The soft skills of leadership are essential for the success of a project manager. The PM who is skilled at fostering a high-performance team through communication, negotiation, conflict resolution and coaching will see far superior results. This course will give you a deeper understanding of these skills, an opportunity to practice them and to receive different forms of feedback to help you improve. The course integrates material from H01 Project Leadership Seminar, H08 Conflict Management, H12 Negotiation, plus selected material from M720 and M730.
The fun way to learn about Agile/Scrum, prepare for Scrum Master certification / Agile certification (CSM, CSPO, PSM, or PMI-ACP), and debunk popular misconceptions.
There are six videos addressing
Introduction to Scrum
Backlog Refinement Meeting
Sprint Planning Meeting
Daily Scrum Meeting
Sprint Review Meeting
Sprint Retrospective Meeting
Each has quizes to stress learning.
Also links to other content to understand Agile & Scrum.
The term "technical interview" is slightly misleading, but it is the term used throughout Fujitsu. It refers to the interview performed by an experienced practitioner - to determine whether the applicant has the skills to do the work. In addition to skills involving technical matters, this can refer to general consulting skills, leadership skills and interpersonal skills, etc. The course assumes that somebody else has overall responsibility for candidate selection - the technical interviewer provides input into the selection decision.
The course is intended for anybody who will be asked to perform technical interviews.
Fujitsu Technical Interviews-background & target best practices
This is a five course program for project managers.
All the courses are in e-Learning and hosted on the SkillPort platform.Leading Teams:
- Launching a Successful Team
- Leading Teams: Developing the Team and its Culture
- Leading Teams: Building Trust and Commitment
- Leading Teams: Motivating and Optimizing Performance
- Leading Teams: Dealing with Conflict
You need to request access to the platform in order to follow this program.
This course is drawn from the P155-3 and P198-3 events - to provide an effective foundation for an AMS team member. It provides both a delivery and maintenance perspective on system components and the useful related Macroscope components.
In the past decade, several enterprises have focused on improving both technology and work processes in order to enhance their efficiency. However, greater success has been reached by those having developed an important element within their organization: leadership.
Engaging leaders are an inspiration to others thanks to their authenticity, commitment to people and passion for work.
Inspired from a book by Mary and Tom Poppendieck, this presentation is an adaptation of the Lean Approach based on the Toyota Production System in the IT domain.
Once the 7 Lean Software Development principles are revisited, 24 imaged viewpoints will provide a different approach to dealing with possible problems encountered in the field of IT.
This presentation will answer your questions about negotiation:
- What does the term negotiation mean?
- Is it a power relationship or collaboration?
- Is the other one my friend or foe?
- What outcomes are we seeking?
- At what cost?
- What about our relationship?
As a project manager, you are all familiar with the different techniques and tools of project management. You have also been trained on the management of individuals and the characteristics of different personalities and approaches to follow for best results. You have probably attended training sessions on conflict management and negotiation as well. Your experience translates as proof of this knowledge and lessons learned over time.
The "Project management, what am I getting into" presentation will bring you a different view of project management based on the approach where the team becomes the project manager's main focus. The facilitator will give you an overview of the context in which a project manager evolves as well as the resources he manages and the work environment where these work. A certain focus will be on the type of team and its development cycle. In conclusion, the facilitator will offer personal business advice to develop a sense of ownership in order to bring the team to excel.
All of this seen from the world according to "Paquet"!
The issue behind project success is often the project manager's ability to positively influence and motivate project team members, since his role is not to manage deliverables but rather the resources that will produce them. This influence is of the utmost importance in the project context along with the way leadership qualities can be improved.
Furthermore, by merely communicating, the project manager can also feel out the mood, motivation and expectations of the entire team. In a nut shell, the human aspect of project management plays a major role in the project manager's work.
Do you need to improve the performance of your projects? Do you want to increase project success probability? Do you wish to standardize project management in your organization? Do you feel that your organization is monitoring the progress of its large-scope projects? Do you need to provide Top management with a consolidated and integrated vision of your projects?
If at least one of these concerns sounds familiar, your organization most likely needs to set up a project management unit.
The M720-3 Project Initiation and Planning learning event is primarily concerned with what the Project Manager's responsibilities are in relation to planning and, at a fundamental level, in relation to estimating. The M725-3 Detailed Project Planning and Estimating learning event is intended to build upon this and treat both of these areas in greater detail by concentrating on how a Project Manager can actually perform their role. The course is based around examples that each attendee is expected to work through and discuss.
Anyone who generally takes a project management or team leadership role - or expects to in the near future - should take this course. Designed to challenge both the experienced project manager and those new to the role, the course covers the skills, techniques, deliverables, and activities recommended at the beginning of a project. Project success is planned from the start!
You are a manager or currently playing a leadership role within a team? You are aware you must attend to individuals, but do you know managing the team as a whole is also important?
This training is designed to guide you in diagnosing your current team.
• What type of team do I currently have?
• Which development level has it reached?
• What is my style of management?
• To which level do I want to bring my team?
Once you have drawn a clear picture of your current team, you will be able to work on an adapted action plan enabling your team to grow as a whole and enhance group efficiency.
You will need to commit to energizing your team through team workshops and discussion sessions.
This course allows you to familiarize yourself with the concept of risk management and its process within a project environment.
It includes a combination of theoretical lectures, practical exercises, real-world examples and discussions with participants that will lay the foundation for sound risk management practices within your projects.
AGILE software development is a group of software development methodologies based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change. It is a conceptual framework that promotes foreseen interactions throughout the development cycle. The Agile Manifesto introduced the term in 2001.
Scrum is one of the methods based on the AGILE software development approach. It is an iterative, incremental framework for project management often seen in AGILE software development type of software engineering. Although the Scrum approach was originally suggested for managing product development projects, its use has focused on the management of software development projects, and it can be used to run software maintenance teams or as a general project/program management approach.
This training program was created to develop skills for identifying business opportunities at a customer and helping qualify them. It will also help attendees to manage complaints, enhance the value of a proposal, to close business opportunities and to manage the customer's objections. It's a familiarization event.
This event serves to develop or improve the aptitudes and attitudes contributing to successful presentations.
Learners are called upon to make presentations before the group (prepared in advance). These presentations are filmed on video and followed by individual and group feedback sessions. Learners thus have several opportunities to practice the acquired knowledge and to develop their presentation style by integrating effective presentation techniques.
• Understand your roles and responsibilities as a Fujitsu Project Manager
• Adhere to all Fujitsu Project Processes
• Know your project context and adapt as appropriate
• Support your team
• Actively manage project time and expenses
• Use your Project's SharePoint Site for collaboration
• Actively contribute to Knowledge Management
This seminar targets competencies of workshop facilitation and emphasizes the role of the facilitator, who holds the key to any effective workshop. The seminar addresses the activities and deliverables for which the facilitator is responsible.
The main goal of the seminar is to have learners acquire the competencies necessary to act as workshop facilitators. Moreover, the training techniques used will provide the learner with opportunities to practice facilitation skills and the presentation techniques.
The practical project planning course provides participants with information on basic project planning practices. The event teaches participants how to make a high-level plan that significantly contributes to the success of the project. Participants are also introduced to techniques and tools used for project planning.
This course covers three key aspects of project planning which are: the breakdown of the project, the effort planning, the schedule development and the formatting of the project plan in MS Project. Exercises for each of these aspects will be performed by participants thus enabling them to practice the relevant concepts learned.
This event provides a complete view of the activities and techniques used to develop the Unit Task Specification, working within the established architectural framework.
A series of teamwork exercises is used to practice and reinforce these activities.
This seminar directly emphasizes the competencies that a project manager must acquire to direct the human resources of the project.
This seminar describes the Fujitsu Consulting approach to the execution of the leadership function in project management. It focuses on the interpersonal skills essential to the management of successful teams and projects.
This course is designed to quickly and efficiently immerse the experienced project manager in Fujitsu Consulting's approach to project management, the Project Management Method (PMM). The focus throughout is to help the learner identify and use the components of PMM that will be useful in the various elements of project management.
Change management provides a structure and tools to ensure that the human aspect is taken into consideration when implementing changes in a project or within an organization. The primary objective of change management is to ensure that changes are made:
• by as many people as possible;
• as fast as possible;
• most effectively.
The success of a project is linked to the resilience of the team, that is, its ability to adjust quickly to change and to stay on course. Approaches and activities in the field of change management are direct answers in the quest for this ability.
This training event offers approaches and techniques to identify the impacts and consequences of a change on the project team, as well as tools to identify and implement targeted actions, and this, in order to better reach the objectives of change management.
If you have ever wondered how to gain better control of your projects so that they actually follow your plan and if you've ever wondered how to close a project at the end—so that it stays closed—then this course is for you.
Project managers, team leaders, delivery managers and project office administrators will learn the art and science of keeping a project on track right to the end.
Agile approaches to software development promise many advantages: shorter schedules, more productive teams, products that better meet customer expectations, higher quality, and more. In this talk, Mike will explain how agile teams achieve these goals by avoiding the seven deadly sins of project management. Covered will be sins such as gluttony, sloth, lust, opaqueness, and more. Giving in to one of these temptations can result in a failed or canceled project.
Have you ever written what you thought was a clear, concise email only to have others interpret it quite differently? Just as traditional body language is crucial for getting your spoken message across, virtual body language can make or break written communications.
Agile Project Planning requires a team to do the tasks from a prioritized list, break the tasks into small ones and then execute each iteration within the estimated time frame.
A key distinction between Agile Project Planning and the traditional or standard project planning is that Agile Project Planning is expected to be collaborative in nature and wider in scope as the entire team partakes in planning and scheduling.
As changes are continuously increasing, managers give in to the weight of overwhelming emotions. Panicked and unable to overcome their own fear, they struggle to manage those of their employees.
How can that rapidly learn to manage their emotions and offer the best of themselves?
Jason Fried has a radical theory of working: that the office isn't a good place to do it. He lays out the main problems (call them the M&Ms) and offers three suggestions to make work work:
- Switch from active communication to passive communication
- Cancel your meetings
The general objective for this learning event is to provide the participants with an overview of the expected skills and behaviors required from all Fujitsu consultants having to share their professional expertise with our valued customers
This course aims to familiarize you with the concept of how Evolve Solution, a sub-process of ProductivityCentre helps to effectively maintain and improve comprehensive information solutions into organization's structural lifecycle in order to achieve organization's business objectives. The learning event is aided, with well-structured content and interactive demos.
This learning event provides an overview of ProductivityCentre domain. It emphasizes why ProductivityCentre is designed the way it is, and how it can help you in delivering, operating and maintaining information systems.
This course aims to familiarize you with the concept of scope management and its sub-processes. The course provides interactive activities, such as demos, practices and case studies that will help you to become familiar with the concept of scope management and will enable you to adapt an all-round structured scope management approach developed by Macroscope® PMM, as per your project requirements.
This course aims to familiarize you with the features and functionality of ManagementSuite. The course provides interactive activities, such as demos and practices that will help you to become familiar with the ManagementSuite interface and enable you to adapt an all-round structured project management approach as per your project requirements.
This course aims to familiarize you with the various unique functionalities of Results Chain Modeler tool. The course provides interactive activities, such as demos, interactive animations and self assessments that will help you to become familiar with the tool functions and will enable you to adapt the tool for your organization's investment realization requirements.
This course aims to familiarize you with the concept of Results Chain technique and its process, rules and activities involved. The course provides interactive activities, such as demos and self assessments that will help you to become familiar with the concept and will enable you to adapt an all-round structured Results Chain modeling technique, as per your organization's investment requirements.
This course aims to familiarize you with the features and functionalities of Deliverable Assistant. The course provides interactive activities, such as demos and practices that help you become familiar with DA interface and enable you to use DA as per your requirements.
Fujitsu Computer Products of America, Inc. (FCPA) is an established leader in the document imaging market, featuring state-of-the-art scanning solutions in the workgroup, departmental, and production-level scanner categories. Fujitsu scanners deliver speed, image quality, and great paper handling, along with easy integration and compatibility with over 200 document imaging applications.
Microsoft® Project 2010 delivers powerful, visually enhanced ways to effectively manage a wide range of projects and programs. From meeting crucial deadlines, to selecting the right resources and empowering your teams, Project 2010 offers easier and more intuitive experiences to simply be productive and realize amazing results.
The target audience for this document is the business owner and report developers who are looking for a quick way to develop dashboards that will support an Enterprise Project Management Solution for their organization.
In the course of doing research for our forthcoming book, "Discovery Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity," we have spent a lot of time researching disappointments, redirections, and outright flops. Many of these involve IT in some substantive way.
This introductory course on the Fujitsu Way is designed to reconfirm our strategic direction and the shared values we, as employees of the Fujitsu Group, should uphold. The course covers the history of the Fujitsu Group and the key elements of the Fujitsu Way.
Course code: LBA03000
ProductivityCentre is the Macroscope module covering the System Delivery and Maintenance Life Cycle. This course provides an introduction to the major aspects of the system maintenance and operation support processes of ProductivityCentre.
This is a Macroscope e-Learning module addressed to anyone who wants to improve its understanding of the agile approach in Macroscope. Several questions and exercises will let you test your knowledge of the subject. You will also find notes, tips and frequently asked questions.
The two ADKAR tutorials presented below were first released in early 2007 leading up to the release of Jeff Hiatt's book ADKAR: a model for change in business, government and our community - a complete description of the model. The tutorials presented here are:
- The Essence of ADKAR: a model for individual change - a short article written by Jeff Hiatt focusing on the individual as the unit of change and ADKAR as a tool for describing individual success
- Why you need an individual change model - this tutorial addresses the individual more generally, covering the role of an individual model, the risks of not having an individual model and applications of an individual model for change
During the summer of 2009, Prosci will be releasing a number of "Five tips" tutorials. These tutorials will provide simple, actionable steps to improving change management application. Each tutorial will focus on a particular element of change management, including:
- Five tips for: Succeeding in change management
- Five tips for: Sizing your change management efforts
- Five tips for: Better communications
- Five tips for: Managing resistance
The first "Five tips" tutorial looks at being successful in change management. The tips come directly from practitioner experience and benchmarking data from Prosci's six benchmarking studies conducted over the last 12 years (Note: the 2009 edition of Best Practices in Change Management will be released this summer).
The discipline of project management has a set of recognized tools that support its execution - project charter, statement of work, work breakdown structure, schedule, etc. Similarly, change management has a set of tools that support the "people side" of change - regardless of the change that is being introduced.
While some in your organization might view change management as "just communication" or "just training", Prosci's research has shown that change management is most effective when it is a holistic set of tools aimed at supporting individuals though changes to how they do their jobs.
Prosci's change management methodology is based on research with over 1600 participants over the last ten years. What is unique about the methodology is that it comes from real project leaders and teams reflecting on what worked, what did not and what they would do differently on their next projects. At its core, Prosci's methodology is the collective lessons learned by those introducing change across the globe. Based on this research, Prosci's goal has been to develop a methodology that is holistic and at the same time easy to use. The resulting process, tools and assessments have been developed with one goal in mind: that you can put them to use on your projects, building your (and your organization's) own internal change management skill set.