Jac van Beek, Chief Executive Officer of CMC Canada (the Canadian Association of Management Consultants) brings extensive leadership experiences in new venture and initiative development and implementation throughout his thirty year career spanning the management consulting, education, and public institution sectors. Jac has worked for three international consultancies, the National Research Council of Canada, the Canada Foundation for Innovation and the University of Ottawa. His specific qualifications include:
- Formulation of hundreds of project proposals;
- Development and leadership of several hundred projects in strategic and business planning, technology assessment, organization design and modeling, program evaluation, business case development and program design;
- Development of new ventures in the private sector, establishment of special purpose organizations in the public domain and assessment of numerous proposals as a funder;
- Development of business cases and cases for public investment; and
- A strategist, business planner, program designer and evaluator, funder, educator.
Topic: Positioning for Project Success: The Art of Projectizing New Initiatives
Facilitator: Jac van Beek
Date: June 3rd, 2015
Time: 6:00 to 8:00 p.m.
Location: Sheraton Centre Hotel
Many new initiatives may originate from a variety of sources – external experts, new employees sharing ‘how things were done where I just came from’, branch managers, customers/clients, head office, for example. These ideas then often get filtered through discussions involving Board members, executives and other influencers over many weeks or months. Prior to securing corporate resources to make it happen, there needs to be a disciplined process to design a project structure and framework that will make implementation possible – a defined end point, a critical path with milestones, defined deliverables and a governance structure to assure oversight and the capacity for course correction. Anticipated handover of the results will also be designed into the project plan and managed by project leadership.
Yet, with all of this oversight, it is no secret that a lot of big projects fail. This presentation will look at the factors that contribute to project success before they are fully defined and documented for project managers and their teams.
This presentation will explore the art of crafting and designing a project structure and, in particular, the role of the sponsor. Building the case for the project will highlight: translation of concepts and ideas into tangible outcomes, building corporate support/sponsorship, identifying and assembling teams and their leaders, assessing resource requirements and identifying funding sources, project design, designing the governance structure.
This art is becoming increasingly important as network structures and multi-organizational initiatives become more common.
The approach will blend lessons learned from research into project failure as well as the disciplines of design and transformative leadership.
- Greater appreciation of the art of crafting a project that fits within an organization while delivering the intended outcomes of a what started as an idea
- Critical importance of project positioning and design:
- Identification of organizational and leadership factors that must be aligned for a project to work
- How to influence decision-makers to accept a project concept and design
- Lessons learned in integrating these factors into project design and positioning within the host organization