Unveiling the Narrative: Language, Perception, and the African Identity

In the complex tapestry of human interactions, language has become a lens through which we perceive, label, and categorize ourselves and others. This thought-provoking exploration delves into the intricacies of language and its role in shaping perceptions, particularly in the context of Africans and their global counterparts. From the terminology surrounding migrations to the biases ingrained in linguistic norms, let’s unravel the layers of a discourse that questions our shared humanity.

Blog:

Voyages of Discovery vs. Illegal Immigrants:

The journey from Europe to Africa is romanticized as a “voyage of discovery,” invoking images of exploration and curiosity. However, when the direction reverses, Africans moving to Europe are often labeled as “illegal immigrants,” laden with connotations of criminality and transgression. Here lies the first thread in the fabric of linguistic bias.

Refugees vs. Tourists:

A group of Africans seeking refuge in Europe is termed “refugees,” underscoring their dire circumstances and the humanitarian need for assistance. Contrastingly, a group of Europeans in Africa engaging in leisurely pursuits is benignly dubbed “tourists,” emphasizing their privilege and choice of exploration. Language subtly influences our perception of their circumstances.

Poachers vs. Hunters:

Venture into the bush, and the terminology takes a stark turn. Africans in the same environment are branded as “poachers,” echoing criminality and environmental harm. On the other hand, Europeans engaged in similar activities are adorned with the more benign term “hunters,” implying a connection to nature and tradition.

Foreigners vs. Expats:

Black individuals working abroad are often relegated to the label of “foreigners,” emphasizing their perceived distance from the norm. In contrast, white individuals in similar positions are graciously titled “expats,” conveying a sense of expertise and cultural exchange. The contrast raises questions about the power dynamics embedded in language.

The Language of Intelligence:

One of the most poignant observations centers on language proficiency. When individuals from various countries struggle with English, Africans often face stigmatization, being labeled as unintelligent, illiterate, or even dumb. This reveals a deep-seated bias, where English proficiency becomes a misguided measure of intelligence, perpetuating a harmful narrative.

Breaking the Chains of Mental Slavery:

The blog concludes with a powerful call to action. It challenges the normalized prejudices woven into our language, urging Africans to reclaim their narrative. Embracing native languages and rejecting the imposition of foreign linguistic norms is posited as a path to breaking free from mental oppression.

Conclusion:

In this nuanced examination of language, perception, and identity, we confront the biases embedded in our linguistic choices. The blog invites readers to reflect on the impact of language on our understanding of the world, urging a collective effort to dismantle stereotypes and foster a more inclusive, enlightened discourse.

#AfricanNarrative #LanguageMatters #CulturalPerceptions #MigrationDiscourse #LinguisticBiases #BreakingChains #Inclusivity #GlobalConversations #AfricanLanguages #ColonialLegacy #HumanityShared

Societal enables people to connect with one another online through this time of international crisis

Societal is inspired by a passion for all things creative

We’re living through a time of international crisis. Our systems are falling apart, we’re being separated from friends and loved ones, frightened and unsure as to how life may be about to unfold. “Reality” seems to stagger from one disturbing scenario to another. Information and advice keep changing – nothing holds fast, but the idea that everything is going dreadfully wrong. But if there is a silver lining in this crisis, it could be that the virus is forcing us to use the internet as it was always meant to be used – to connect with one another, share information and come up with collective solutions to vital problems.

Launched in March 2020, Societal’s (https://societal.co/) sole purpose is to connect people and allow people to share their thoughts with a big audience.

Societal website administrator Dean Jones a former Central St Martins College of Art & Design postgraduate said, ‘One of the most disastrous months in the history of global medicine and global economics has ended with country after country retreating into their national silos. They are fighting their own individual battles against coronavirus and in their own way, but we must work together. Like it or not the Coronavirus Crisis is showing us how to live online and hopefully Societal can help people with that.’

The new Social Network follows a UK government announcement that everyone should only go outside for food, health reasons or work (where this absolutely cannot be done from home).

Jones hopes his digital platform will help create connections, not conflict in this time of uncertainty.

Jones said further ‘As we isolate ourselves at home to protect our health and our neighbours, we still need each other. Societal means that even in this time when we are physically apart, we can still connect with our friends.”

The Core Principles of Societal are-

  • Respect.
  • Justice/Fairness.
  • Honesty.
  • Service/Giving Back/Contribution.
  • Responsibility.
  • Family.
  • Community.

Societal is trying to shift the paradigm. In a web full of pseudo thought-leaders, Societal promises to be place that people from all walks of life can rely on and cater to those looking for fresh, new, authentic voices and believe wholeheartedly in community. Societal offers free accounts and doesn’t serve ads.

Jones has launched a kickstarter page in order to support this worthwhile project https://www.kickstarter.com/projects/deanjones/societal

Press release distributed by Pressat on behalf of Societal, on Thursday 26 March, 2020. For more information follow https://pressat.co.uk/

BPS World Research Highlights Challenges Facing Employers in 2017 Following Brexit

Global resourcing specialist BPS World has warned that one of the main challenges facing employers in the UK in 2017 will be the impact of Brexit on the ability to attract talent, particularly in the high-value digital, technical and engineering industries where recruiters are already struggling with severe skills shortages. This follows the publication by BPS World, of: “Brexit: What the World is Saying” which, for the first time, researched the global impact of Brexit and how other countries believe it will impact on skills.  

Simon Conington, Founder of BPS World, has urged the government to ensure that the UK continues to have access to skilled professional from Europe, particularly in the sectors where there are already skills shortages, or face a sharp decline in the UK’s ability to compete.

Although the UK will not be leaving the EU until 2019 we can expect an announcement this year on the shape of Brexit and what it will mean in practice.   Under so-called ‘hard-Brexit’ freedom of movement would be restricted and it would be as difficult for talent to be recruited from France as from the US. It is this that alarms those at the sharp end of skills shortages, such as BPS World. Recruits themselves are already showing signs of being aware of these new competitive forces: research revealed that almost half (48 per cent) of UK jobseekers were more concerned about finding a job than before the referendum.

Last year BPS World spoke to business leaders, representative bodies and professionals in the recruitment and retention sectors in Europe, India, Australia and the USA. The research focussed on the sectors most affected by skills shortages in the UK and overseas. It is in these sectors that the impact of Brexit and any restrictions or changes to work permits, is likely to be most keenly felt.

One of those they spoke to was Marco Dadomo, from the Verein Deutscher Ingenieure (VDI, Association of German Engineers) in Düsseldorf: “As we know, Britain has already problems finding enough specialists in this sector. Brexit will make it less attractive for international experts to work in Britain for a British company. We have also heard that quite a lot of UK experts of different sectors plan to leave Britain when Brexit will be implemented.”

Simon Conington, Founder of BPS World argued;

“2017 is going to be a pivotal year for the UK economy. The decisions the government makes now on the implementation of Brexit will affect our ability to attract the talent we need to grow. The impact will be felt immediately as talent will not come to the UK if they know they will have to leave within two years.   We urge the government to continue to ensure we have access to skilled people, particularly in sectors where we’re already struggling to find the talent we need.”

Kevin Green, Chief Executive of the REC welcomed the report:

“This review of the international community’s fears and needs following the EU referendum contains warnings about the challenges employers could face in the future. The prospect of skill and talent shortages intensifying in higher-end sectors is a huge concern. The government must ensure that any changes to immigration policy as a result of the EU negotiations reflect immediate labour market needs so that businesses can continue to grow.”

Brexit: What the World is Saying is available free to download from www.bps-world.com

Notes to Editors

BPS World are global resourcing experts who work across a number of sectors, specialising in technology, marketing and engineering.

For further information:

Julia Barton
Onyx
E: julia@onyxcomms.com
T: + 44 20 7048 2700

Water Shortages: Is the World Running out of Water?

It covers 71% of the Earths surface and is vital for all known forms of life, and right now it’s giving us a warning

Almost Half the Global Population Could Be Living in Areas of High Water Stress by 2030 with Five of the Top 10 Global Risks Having a Water Element to Them

Ask Americans and in particular, residents of their most populous state California what they think of water. The state gets 75% of it from snow, and in 2014, 70% of its usual snowpack was missing. The year earlier it was the driest on record. Britain’s problem has been exactly the opposite: biblical flooding in recent years. The Thames has been flowing at its highest level, for the longest period, since 1883, and storms across south-western England have left Brits kayaking through their towns.

In 2013, the world had a record number of $1 billion weather disasters – 41, topping the previous-just three years earlier. Almost all of the 41 involve water – flooding, drought or damage from cyclones, and there are three reasons we’re seeing more water issues. The first is population growth. The drought in California is made worse by the fact that the state’s population is one third bigger than in 1990 with 10 million more people living there today.

The American drought has crippled California’s farmers, who grow 60% of the countries produce, and has left the nation with its smallest cattle herd in 60 years, sending beef prices to record highs. Economists estimate that the flooding in Britain could shave a full point off GDP. Water problems are local. England’s flooding has to be fixed in England and the Californian drought in California.

We Have to Learn to Make Space for Water. You’re Not Going to Hold Back the Flood. You Have to Anticipate, and Adapt

Water use in California has already changed dramatically. In 1972, the average resident of Los Angeles used 715 litres a day. Today, the average is 465 litres. The Los Angeles Metro area has 50% more people than it did 20 years ago, but it uses the same amount of water.

Extreme Weather from Heatwaves, to Deluge Increases the Threat of Disease, Ruins Food Stocks, Drives Millions of People into Poverty and Could Lead to War, the International Panel on Climate Change Warned

“Nobody on this planet is going to be untouched by the impacts of climate change,” said Rajendra Pachauri, the IPCC chairman.

Unless we act dramatically and quickly, science tells us our climate and our way of life are literally in jeopardy.

The amount of water on earth doesn’t change – no ‘new’ water is being created and no water is being destroyed. It is simply used, it evaporates and is used again. In a world of big problems, water problems are among the biggest. But unlike many other big problems like climate change and economic inequality, most water problems are solvable, and this one requires us simply to consume less.

Despite average rainfall of around 2,450mm a year, twice the amount that falls in the UK, Singapore has historically relied on importing water. All it takes in Philadelphia is 6mm of rainfall for the city’s sewerage network to overflow into the Schuylkill and Delaware rivers, polluting its main source of drinking water. In April 2012, the city signed an ambitious agreement with the EPA to spend $2bn over the next 25 years transforming a third of its hard surfaces into 10,000 acres of green spaces.

There are some fundamental issues holding progress back. Water is too cheap and our attitude to finite resources must change.

How Technology Has Changed Procurement in the Last 10 Years

How technology has changed procurement in the last 10 years

Over the past decade business procurement has experienced rapid technological upheaval that, in the main, has made life easier for everyone involved.

The first ever Global Procurement Technology Summit was held in March 2016. It shows the emphasis procurement is now putting on understanding and utilising new technologies, and that it’s clearly a huge talking point for professionals across the world.

Looking in greater detail: which technology has been responsible and what has the effect been on procurement and buying professionals?

1. More informed decisions are being made

The digitalisation of procurement processes and integration of data-sharing across buyer behaviour, ratings and history of purchases over extended periods of time, has made for smarter and more informed decisions.

Despite the greater insight into decision-making, a study of US procurement professionals still revealed accurate forecasting to be the biggest challenge, something that’s possibly down to the rise in budget responsibilities over the last ten years.

The Coupa ‘Top 5: Constants and Change in Cloud Procurement’ report revealed that in 2003, budgets were reported as an average of $31m, compared to $100m in 2013.

2. Response times have drastically reduced

Procurement solutions are now quicker and easier than ever thanks to new marketplace technologies.

Buyers can take advantage of online purchasing possibilities, using websites like Amazon to source, purchase and arrange delivery of items.

The speed of procurement reflects the new speed in which consumerism moves ’’ the integration of digital mediums with online shopping has made the process of deliberation through to transaction much easier, a trend which has been reflected in the world of procurement.

3. Integration has brought its own problems

Technological integration has created many positives for procurement, but it’s also created challenges.

Millennials will make up 40% of the workforce by 2020, which is great for improving current procurement solutions as younger generations have higher expectations for technology and are early adapters.

However, the average age of procurement professionals in the UK is currently 44 – much older than the next generation of workers, who fully understand the capabilities of technology, and who will be easier to train and able to work with increased speed and accuracy.

The gap will close in the coming years, but procurement faces a struggle as older workers need to ensure their skills are relevant to the changing world around them.

Additionally, Hays’ ‘Procurement Salary Guide’ revealed that demand for procurement professionals has increased at all levels within the public sector, pushing salaries up. This demand is the result of a squeeze on public finances and attempts to cut costs following the slowdown in the economy.

4, Technology and the future of procurement

To conclude, technology is clearly a powerful enabler that’s here to stay. Plenty of companies are now seeing the importance of procurement technology as a means to improve their bottom lines, which was reflected in the inaugural Global Procurement Technology Summit earlier this year.

Integration of contract management, risk management and supplier lifecycle systems through investment in improved systems with added capabilities, has ensured more accurate sourcing is possible and due to the skills involved in running these systems, has driven salaries up.

Sophia Chapman is a guest contributor from Portfolio Procurement, expert recruiters in the compensation, benefit and reward sector.

How to Cope with a Mis-Sold Job

How to cope with a mis-sold job

Everyone knows a story about a smart and talented professional  who has lost his or her passion for a role, who no longer looks forward to going to the office yet remains stuck without a visible way out.  Getting on the career ladder is a great thing, you start off at the bottom and work your way up, but sometimes you can get stuck and do not even realize it.

“One in Five Employees Claim They Were Mis-sold Opportunities When They Joined Their Organisation – Kelly Global Workforce Index (Kgwi).”

Commenting on the findings,  Debbie Pettingill, Director, Kelly Services UK and Ireland said

“Employee retention will become an increasing challenge for employers as we move out of the recession. As we move into a more candidate driven market, this trend is likely to accelerate. Our findings indicate that this problem is being exacerbated by the misrepresentation of job role or company culture at the interview stage, leading to the dissatisfaction of new hires.”

Most of us know what we are trying to escape a “mis-sold” job  resulting in a  narrowly defined career, inauthentic or unstimulating work, numbing corporate politics, and  perhaps  blackmail including direct  threats of being used as a scapegoat. A job where you are both overlooked and underappreciated.  One may ring true for some of you.

“Fewer than Half of Uk Employees Are Happy with the Way Their Careers Are Progressing According to New British Research.”

Why Would A  Company or Person Block Your Move?

Well, this could be because of his or her personal insecurity  i.e. as the team works well, why rock the boat? Comfort zone: sometimes the team gets too comfortable? Golden child syndrome: you’re working your butt off and your sponsor or other senior  is reaping the recognition from your amazing deliverables?

Working a job you don’t like can leave you feeling stuck, forgotten by God, and asking yourself questions like:

Why hasn’t God opened another door for me yet?  

Why is God not moving?  

Why would God leave me here in this job I hate?

But the truth is God has not left you. He’s not holding back on you. When you feel God is silent, that’s exactly when He’s moving!  Your situation does not change God. He still loves you and is with you no matter what.

Instead of looking at our situation from a perspective of fear and worry, we need to look at it through faith and hope.

What Can You Do About it?

Don’t fret, you can handover your work or completely leave the organisation and still stay sane. You might worry that announcing your intentions will cause your company grief, but ultimately you have to do what’s best for you no matter what!

Think and pray long and hard about how you’re going to drop this bombshell  as you  will need  to give notice. A  sound method is required to overcome the assault and possible backlash – including of course more prayer and fasting.

So how are you going to approach it? What’s your reasoning going to be?  How are you going to get them to understand exactly why you’re doing this?  What do you need to do in order to prepare for the big day?

Easy, you’re going to read this guide.

Strategy 1 – Remote Working Arrangement

This could  be a great approach if 80% of your  work can be  undertaken  remotely. However, while there is a very logical argument to be made in favor of working from home, many people equate remote work to a lack of productivity and laziness. These people do not realize that the switch from an office to working from home can actually lead to significant increases in productivity.

Strategy 2 – What’s in It for Me?

What’s in it for me?   That question sounds a little selfish, doesn’t it?  Maybe you  aren’t being compensated fairly, or you’re not happy with the effort vs return.  When you know your client and team needs you and you’re willing to stay for a price, don’t mess around.  Give them the real number or offer that will make it worth your while to stick it out for awhile.

Strategy 3  –  The Budget Cut

The re-structuring.  The downsizing.  The dreaded budget cut.  Whatever name you want to give it, this  can be terrifying  for a lot of professionals.  However,  if you’re  already thinking about leaving, so maybe it doesn’t have to be such a scary thing.  In fact, maybe it can be  extremely  positive for both  parties.

Strategy 4  –  The Ease Out

Still feeling weary  about leaving the organization.  Propose easing yourself out of the post.  Pick a time frame, maybe four weeks or so, and come up with a plan for slowly taking yourself out of the position.  This also allows you some time to slowly ramp down your time commitment.

Strategy 5 –  Burning Bridges in the Industry  

“Sometimes it’s about networking and being nice to people and not burning any bridges – but remembering to draw line where you must.”

There’s no harm in an early exit from a job you never plan to mention again or an interim role where you have clearly agreed on a start and finish date.  But if your manager is well connected to your industry you should try to leave on a good note.  Why? Because it’s a small world and the next hiring manager may put in a call to his or her former colleague  (a.k.a., your new manager) to get the unofficial scoop.  It happens, so if you’re going to leave anyway then try to fulfill your end of the deal.

Strategy 6  – Get Moving Fast

Imagine, for example, that you were hired to help the company manage multiple programmes and projects  across the globe, but a recent change in leadership means all efforts moving forward will be focused locally.

If you’re spending your days just trying to find ways to be productive or are undertaking a role you never signed up for, you have every right to pursue new opportunities. Of course, the first course of action should normally be to  discuss this with your manager to see if there are other roles you can take on. But if you know that this isn’t going to happen in the new world, get moving fast.

Strategy 7  – Your Dream Job Awaits

“When you’re being interviewed, always treat the interview as a 50-50 thing,” says Andy Dallas, a director at Robert Half International, recruitment consultants. “Ask what you can expect to be doing in your first week, month and three months. Ask what a successful year looks like.”

Dream jobs don’t come every day. So, if you have a chance at yours, take it quickly  and congratulate yourself for being strong enough to leave when you were unhappy.

Strategy 8 – Remeber to Be Patient  

We will not always be in a job we desire. Maybe you are fresh out of school and are working a job that has nothing to do with the degree you just earned. Maybe you are in a situation where you are working at a job where you are overqualified, overworked, and fed up. Maybe, for the most part, you love your job but get discouraged by the mundane tasks that take up time from doing the aspects of your job you love most.    

“Humble yourselves before the Lord, and he will exalt you.” – James 4:10 NIV

Here’s the thing: God will still use this season to grow, develop, and prepare you. Any season that humbles us is preparing us for what God has next.

Any thoughts to share?

15 Shocking Project Management Statistics

15 Shocking Project Management Statistics

The project management landscape is changing  with an increased emphasis on productivity, reporting, and information technology. A number of studies have been completed that look into the success and  failure rates of projects.

Below are  15 shocking  statistics that reveal how project management has changed and is performing across various industries over the last 5 years.

  1. There is  projected to be 15.7 million new project management roles to  be added globally across seven project-intensive industries by 2020 reaching an economic impact of over $18 trillion, across seven project-intensive industries  including  Manufacturing, Finance & Insurance, Information Services, Utilities, Business Services, Oil & Gas  and  Construction (Project Management Institute)
  2. 75% of IT executives believe their projects are “doomed from the start. (Geneca)
  3. The healthcare industry is projected to increase project management roles by 30%,  a higher growth rate than any current project intensive industry between 2010 and  2020. (Project Management Institute)
  4. A third of all projects were successfully completed on time and on budget over the past year. (Standish Group)
  5. 80% of “high-performing” projects are led by a certified project manager.  (PricewaterhouseCoopers, Insights and Trends: Current Programme and Project Management Practices 2012)
  6. One in six IT projects have an average cost overrun of 200%.  (Harvard Business Review 2004)
  7. 44% of project managers use no software, even though PWC found that the use of commercially available PM software increases performance and satisfaction. (Pricewaterhouse Coopers)
  8. More than 90% of organizations perform some type of project postmortem or closeout retrospective. (The Standish Group: CHAOS Research Report 2013)
  9. On average, it takes 7 years in the profession to go from entry-level to managing large, complex projects.  (ESI International: Annual Salary Survey 2013)
  10. The average large IT project runs 45% over budget, 7% over time, and delivers 56% less value than expected. (Project Management Institute: Pulse of the Profession 2015)
  11. Only 64% of projects meet their goals. (Project Management Institute: Pulse of the Profession 2015)
  12. 60% of companies don’t measure ROI on projects. (KPMG New Zealand: Project Management Survey 2010)
  13. The United States economy loses $50-$150 billion per year due to failed IT projects. (Gallup Business Review)
  14. In just a 12 month period 49% of organizations had suffered a recent project failure.  In the same period only 2% of organizations reported that all of their projects achieved the desired benefits.  86% of organizations reported a shortfall of at least 25% of targeted benefits across their portfolio of projects and many organizations failed to measure benefits so they are unaware of their true status in terms of benefits realization. (KPMG – Global IT Project Management Survey 2005)
  15. According to an IBM study, only 40% of projects meet schedule, budget and quality goals. (Harvard Business Review 2004)

If you have any other project management statistics please share them with us.

29 Awesome Quotes on Risk Management

29 Awesome Quotes on Risk Management
  1. If you treat risk management as a part-time job, you might soon find yourself looking for one ’- Deloitte white paper (Putting Risk in the Comfort Zone)
  2. I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people ’- Jeffrey R. Immelt
  3. Thoughtfully assessing and addressing enterprise risk and placing a high value on corporate transparency can protect the one thing we cannot afford to lose trust ’- Dale E. Jones, vice chairman and partner with Heidrick & Struggles
  4. We have no future because our present is to volatile. Will only have risk management ’- William Gibson
  5. Risk management is a culture, not a cult. It only works if everyone lives it, not if its practiced by a few high priests ’- Tom Wilson
  6. I think the rise of quantitative econometrics and a highly mathematical approach to risk management was the obverse of a decline in interest in financial history ’- Niall Ferguson
  7. There is no doubt that Formula 1 has the best risk management of any sport and any industry in the world ’- Jackie Stewart
  8. Stronger regulation and supervision aimed at problems with underwriting practices and lenders’ risk management would have been a more effective and surgical approach to constraining the housing bubble than a general increase in interest rates ’- Ben Bernanke
  9. If you don’t invest in risk management, it doesnt matter what business you’re in, it’s a risky business ’- Goldman Sachs president Gary Cohn
  10. Adventure without risk is Disneyland ’- Douglas Coupland
  11. Risk and time are opposite sides of the same coin, for if there were no tomorrow there would be no risk. Time transforms risk, and the nature of risk is shaped by the time horizon: the future is the playing field ’- Peter Bernstein, Against the Gods
  12. As population susceptibilities are better understood, we will be in a better position than we are in today to make informed decisions about risk management ’- Samuel Wilson
  13. Take calculated risks. That is quite different from being rash ’- General George Patton
  14. All courses of action are risky, so prudence is not in avoiding danger, but calculating risk and acting decisively ’- Niccolo Machiavelli
  15. Total enterprise risk management is critical, but implementing it is both expensive and easier said than done. Even the most sophisticated financial institutions are still basically silo risk managers ’- Danny Klinefelter, Professor and Extension Economist with Texas AgriLife Extension, Texas A&M University
  16. Playing it safe is the riskiest choice we can ever make ’- Sarah Ban
  17. The question of whether or to what extent human activities are causing global warming is not a matter of ideology, let alone of belief. The issue is simply one of risk management ’- Malcolm Turnbull
  18. Business people need to understand the psychology of risk more than the mathematics of risk  ’- Paul Gibbons,
  19. Risk comes from not knowing what your doing ’-Warren Buffett
  20. You have to take risks. You will only understand the miracle of life fully when we allow the unexpected to happen ’- Paulo Coelho
  21. Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs ’- Michael Porter, Competitive Advantage
  22. Risk management should be an enterprisewide exercise and engrained in the business culture of the organisation ’- OSFI Superintendent Julie Dickson, June 1, 2011 (courtesy Ethidex)
  23. Risk is our business ’- Oswald Grübel, CEO at UBS
  24. When our leaders accept the status quo, we run the risk of disaster ’- Max Bazerman from “Predictable Surprises”
  25. The concept of ‘inherent risk’ is impossible to measure or even define. The idea of looking at risk absent all hard controls, soft controls, or mitigations, provides little or no useful information in most cases ’- Todd Perkins (from Journal of Applied Corporate Finance – volume 19 number 4)
  26. It’s important to take risks but it’s idiotic to take them blindly ’- Terry Levine
  27. Fail to identify the strategic risks and you fail as a business, no matter how well you manage your operational and project risks ’- Keith Baxter
  28. Business as usual is business at risk ’- Deloitte white paper
  29. Risk management is the identification, assessment, and prioritisation of risks ’- Wikipedia

How Prince2 Is the Ticket for Success for German Manufacturing Company Scheidt & Bachmann Gmbh

Image 3.1 PRINCE2 Best practice award for the best German PRINCE2 project 2014 - presented by BPUG.

AXELOS, the owner of the Global Best Practice Portfolio, has profiled an award-winning PRINCE2 ® project in its latest case study.   Scheidt & Bachmann GmbH, the global solutions provider, describe how PRINCE2 – the world’s most popular project management methodology – helped them design and develop the hardware and software required for a new type of ticket machine for the German rail company Bayerische Oberlandbahn – and manufacture and install 64 of the new machines to a challenging deadline.  

Originally a mechanical engineering company, Scheidt & Bachmann was established in 1872 and remains a family owned company. With 24 subsidiaries and more than 2,600 employees worldwide, Scheidt & Bachmann now provides technology solutions across a number of sectors. The fare collection systems division was created in 1978 and is a global leader in fare collection technology.

The award-winning project was centred around a new German rail infrastructure – the Meridian Line – that would open in December 2013 and be operated by Bayerische Oberlandbahn. Scheidt & Bachmann received an order in March 2013 to supply and install new ticket machines for the Meridian Line by 14 December 2013, the non-negotiable date for new stations to be operational. This posed a challenge to deliver a new customer-specific model of ticket machine in time. The project required new hardware design and the production of a prototype device for customer approval, as well as significant software development.

Mike Acaster, PPM portfolio manager for AXELOS said: “This is a fantastic example of PRINCE2 being used to ensure that a complex and demanding project is delivered as effectively as possible. Among the benefits of using PRINCE2, Scheidt & Bachmann found that applying PRINCE2 principles and processes increased common understanding and simplified decision making where differing priorities were involved.

“The use of PRINCE2 improved delivery and customer satisfaction in a project that, from the start, had challenging and immoveable deadline dates while introducing technical innovation.”

Figure-3-1-Meridian-project-stages

Daniel Weber, head of technical project management at Scheidt & Bachmann said: “PRINCE2 provided the perfect management approach for a project of this sort. Without an effective project management approach in place this delivery would have been extremely challenging. There were many complex requirements that needed to be successfully met in a very short timeframe, without any room for error. In the end, we delivered an excellent result for Bayerische Oberlandbahn – and have produced a new product which we are already marketing to other customers.”

Jürgen Kindler, project manager for Bayerische Oberlandbahn said: “Due to Scheidt & Bachmann’s effort and determination we were able to complete the project successfully within the time frame. Problems were communicated openly and solved quickly, which has greatly contributed to its success.  

The full case study can be found on the AXELOS website: https://www.axelos.com/case-studies-and-white-papers/use-of-prince2-by-scheidt-bachmann-gmbh

Project Journal  staff were  not involved in the creation of this content.

Millions of It and Project Management Professionals to Benefit from the New Axelos Professional Development Programme

For the first time, millions of professionals across the globe qualified in ITIL ®, PRINCE2 ® and PRINCE2 Agile┞¢ will be able to track and record their professional development through a Continuing Professional Development (CPD) scheme as part of the new AXELOS Professional Development Programme, which launches today.

The AXELOS Professional Development Programme is an online membership programme aligned to the global best practice frameworks of ITIL, PRINCE2 and PRINCE2 Agile, that provides members with a range of specialised tools. Members will be able to assess their ability against industry benchmarks and gain access to exclusive content and activities designed to develop their skills and knowledge.

The programme will give practitioners the confidence and tools to keep up-to-date and relevant in their field while supporting them in their professional development. By completing the required CPD points, members will earn a digital badge that can be shared via online platforms to demonstrate their relevance and commitment to professional development.

Peter Hepworth, AXELOS Chief Executive, said: “There are millions of practitioners with either ITIL or PRINCE2 qualifications, and we want to champion these professionals by giving them a means to develop their knowledge and skills. This new programme is all about offering additional value for IT service management and project management professionals which goes beyond passing an exam and gaining a qualification.

“Ongoing investment in professional development also benefits organizations as well as individuals. Employers can ensure that their employees are continually developing their skills and the new digital badges will also help employers source the right talent by using them to differentiate against individuals who haven’t kept their skills up to date.

“The scheme will enable ITIL and PRINCE2 practitioners to achieve industry recognition and enhance their own personal brand. In addition, employers who invest time and money in CPD can develop their teams and drive up standards while improving staff loyalty and morale.”

Those wishing to join the scheme must hold an ITIL or PRINCE2 qualification. AXELOS are running a promotion so anyone joining in 2015 can save £100 on annual membership costs, and just pay the initial £25 registration fee.

The Professional Development Programme is the latest addition to the best practice portfolio owned by AXELOS – a joint venture between the UK Government and Capita plc. More information can be found on the AXELOS website: https://www.axelos.com/professional-development

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