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In the Midst of Chaos there is Opportunity – A Focus on Development Sector

When a calamity strikes it usually defines chaos, disorder and disruption. When there is work to be done in disaster stricken areas there is a lot that needs to be organised. So how can one bring order and carry out well organised project execution in such circumstances?
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Posted in Accreditation, Qualifications.

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Change Management Certification and Prosci®- Managing Change Effectively in Different Situations

Dealing with change effectively is essential for individuals, teams and organisations.   Many projects and programs deliver good-quality products on time and within budget, only to fail because the products they produce are not taken up and used by the people they are designed to benefit.
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Posted in Events.


Calling all Change Managers – the cyber frontier needs you!

Hardly a day goes by when cyber attacks are not in the news and this topic is even starting to regularly emerge in family and social conversations.
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Posted in Accreditation, Change Management, Cyber Security, Qualifications.

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Wilful Blindness and Impact on effective Organizational Change

In her book and TED Talks on “wilful blindness”, Margaret Heffernan makes a powerful case for the effect of wilful blindness on individuals and companies.

I’ve applied “wilful blindness” as an approach when working with organizations implementing organizational change.

Most individuals and organizations have heard of lessons learned approaches. These are normally sought when something goes wrong instead of being part of an applied change management or project management method.

A clear differentiator between implementing effective and efficient change is the capability, competency and capacity of the organization and the sponsor(s) in acknowledging and acting upon “wilful blindness”.

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Posted in Accreditation, Change Management, Qualifications.

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COBIT 5 to demonstrate accountability

Challenges exist to statements of accountability to test the trust-relationship between business and stakeholders.  Depending on the stakeholder, demonstrations of accountability will vary but all aim to prove trustworthiness, the combination of honesty, competence and reliability (source: Robert Phillips at a seminar of the 20th June 2017 on “Rebuilding Trust in Business”, hosted by the Financial Reporting Council.

The proof-mechanism is through accountability and its complement, responsibility.  Responsibility is attached to the person designated for achieving something, who then becomes accountable for explaining why and how things were decided and done.  This occurs in every role, from the chairman to the doorman, and the sum of these is used to rate the firm’s trustworthiness.
For practical application, I define accountability as the crème de la crème assurance piece.

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Posted in COBIT 5.

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Business and IT alignment: the importance of being focused on the same goals – Part 2

Missed part 1?

In the second part of his blog ‘Business and IT alignment: the importance of being focused on the same goals’ Gary Hardy from ITWinners answers a few more of our questions on the increased focus on Business Relationship Management and the growth of the BRM community in Africa.

What are your key goals from a regional perspective in South Africa – what unique challenges are there?

Here in South Africa and in Africa generally our initial challenge is to raise awareness of what is really a hidden gem. There are several thousand people who have the title BRM here but no-one had heard of the BRM Institute until now. There are just as many people who have a role, including CIOs, who in reality fulfil a BRM-like function.

HR leaders and HR teams are also key targets for BRM both as a technique that they could use and also to drive technology skills development in their enterprises.

There are few ATOs offering BRM training and very few ATOs offering IT best practice training who deal with executives and the business side.

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Posted in Business relationship management.

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If I get hacked, what next? – Part 2

Prepare for the worst!

It would be natural to try and protect the all information with the best controls but, in reality, the cost of such a policy is unrealistic in the vast majority of situations.

Therefore the best planning that can be done is to expect the worst situation to arise as an attack on the most valuable information held.

Then, with any luck, the plans put in place will be more than enough to deal with any situation that might arise.

The start of any incident is recognising that something untoward has actually happened.  It is vital to get to grips with the event as quickly as possible and ensure there is sufficient information to determine what has happened so as to drive the next steps to take.

In one incident, it was thought a physical breach had happened.  In fact it turned out that the suspected incident was actually a simple video recording that had been fed into a surveillance system and so no breach had actually occurred.

The initial investigation should determine as quickly as possible:

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Posted in Cyber Security.

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If I get hacked, what next?

The chances of being hacked or suffering a breach of some sort is now higher than ever and only increasing.  It is vital that organisations, large and small, understand what they need to do after a breach, much of which can be summed up in a single word – planning.

This article explains what happens when an organisation is breached, using some examples of real incidents, and then provides some advice on what needs to be done in anticipation of that event.

How do I know I’ve been hacked?

Some of the following may be an indicator that you have been hacked – just being aware is a good start, and means you should do something:

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Posted in Cyber Security.

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Why do so many business projects fail to deliver?

And how Managing Benefits can make a difference?

Huge amounts of time and resource go into delivering projects, but how often do businesses reach the end of a project and realize it hasn’t delivered the outcomes and benefits they set out to achieve? You might be surprised to know that 50% of respondents to a KPMG Survey* of 100 businesses across a broad cross section of industries indicated that their project failed to consistently deliver the benefits they were initiated to provide.  It seems that traditional project management methods alone might not be as effective as they should be. Could this failure be down to the fact that only half of all project managers hold a formal qualification? Or even that those with PM qualifications are somehow losing sight of desired outcomes and benefits along the way?
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Posted in Accreditation, Qualifications.

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Business Case capability improvement – a myth or a reality?

A question that APMG is often asked is “show me where the knowledge that you create in a training product is being used to increase capability? “

Many examples exist, a legacy of delivering certified training products for 23 years across the globe.  In the area of Business Case capability, the investment that The Treasury has made in the New Zealand Government highlights what can be achieved through an integrated approach.

If capability is defined as the power or ability to do something, then the approach taken by The Treasury has definitely resulted in improved capability.  Theory from the APMG Better Business Case (BBC) certification states that improving business case development will;

  • Reduce unnecessary spend and optimize public value;
  • Reduce consultancy costs;
  • Provide faster delivery and a clear proportionate approval process; and
  • Improve the quality of decision making.
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Posted in Accreditation, Qualifications.

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