£150 – £270

Synergy 2018 Workshops

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Friends House

173-177 Euston Road



United Kingdom

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In depth workshops complementing the themes of the Synergy conference and aiming to provide practical thinking on the challenges of change and implementation both on individuals and organisations.

Attend one session or two and make a day of it.

Workshop 4

Alexandra Chapman Strategy Execution - What Project Managers need to know to be effective partners with the business. Afternoon session 1330-1700

This session is being sponsored by the Cranfield School of Management and the course fees are being donated to the Cranfield australian Alumni Scholarship Foundation

Business Projects and Initiatives are where the rubber hits the road in delivering strategy. They are the means by which a new “working just right business-as-usual” environment is delivered. Or they should be.

Too often, that is not what happens. The problems start with the Business Case - too often an incomprehensible unreadable "tome" that the newly appointed Project Manager struggles to make sense of. The business case contains vague statements such as “Improve customer service” and an opaque financial valuation model with untraceable, untrackable numbers.

The Project Manager can't understand the business case even though it has signed off by Executive Leadership because “we know this project is really important” and is left to read the minds of the business, trying to work out what they are trying to achieve.

The business executives want the Project Manager to be the hero who just gets the project done. Or, if the project falls short in some way, the PM most often is the person who wears the blame.

The solution is Totally Optimized Projects' Value Equation™ - a simple and powerful strategy execution tool designed by strategy execution experts for use by business executives. The Value Equation was recognised in Gartner's 2011 "Cool Vendor" awards as an innovative gamechanger.

The Value Equation provides a clear definition of what the business looks like after the project when it is "working just right" - in the form of carefully crafted Desired Business Outcome statements. It clarifies the Path Dependency Map, which shows the sequencing by which outcomes are delivered, the benefits, the change activities and finally the Financial Value Model.

The good news is, the Value Equation can be defined at any stage of the project. Especially, it can be used by Project Managers to get clarity and agreement with the business as to what they are to deliver.

This workshop session will take you through the TOP Value Equation™. You will be expected to “bring a project” to work on during the workshop.

A pre-release copy of "Strategy Execution and Value Delivery" is included in the session.

Workshop 3

Kik Piney and Steve Wake Earned Benefit Afternoon session 1330-1700

Participants will receive a copy of Kik's book Earned Benefit Program Management

The Benefit of Benefits Mapping - Ensuring Project and Program Success

Continuing on the theme of Romeo and Juliet chosen for the Synergy conference, we address Romeo’s plaintive question: ”What’s in a name? A rose by any other name would smell as sweet.” In our environment, this is not true: we deal with a number of names: project, program, portfolio and the smell of success for each one is different. One reason projects are considered to fail is that they are judged like programs. The reason most programs fail is that they are run as projects.

Too many project justifications are based on the “hype” element of hypothesis. What is required instead is a clear, measurable strategic business objective and a complete, verifiable, quantified path linking this strategic end-point to the project components required to achieve it. This is the role of the Benefits Map: it is the basis for the key technique that is missing from current program management and benefits realization literature – Earned Benefit Management.

This session guid

es you through building a typical Benefits Map and illustrates how to apply the Earned Benefit technique to plan and track from project execution right through to benefits realization in a consistent and objective manner.

Workshop 1

Martin Paver [Almost] Everything you need to know to prepare
for a transformational AI/data driven project delivery future. Morning session 0930-1230.

Course fees for the session will be donated to Cancer Charities

Advanced data analytics is beginning to transform large swathes of society and has the potential to transform project management forever. This workshop will attempt to separate the hype from the reality and explore the impact that data science will have on project delivery. We will delve into what advanced data analytics is all about, what is currently happening and how it could impact your organisation, your role and your career. We’ll explore the methods and tools, including the barriers to successful implementation. Its not something that can be bolted on; it needs a fundamental change in approach, capturing the exhaust from project delivery and using this to shape future decision making. Martin set up the London Project Data Analytics meetup in Dec 2017 and it now has ~1300 members. He also established the first Project: Hack. He has published 3 articles on the subject in the APM Project magazine. He is helping to shape thinking and is on a mission to help the P3M profession to react positively and proactively to the opportunity (and threat) ahead of us.

Workshop 2

Simon Harris How do you step up to the emergent PM role in benefits? Concepts,Steps and Techniques.Morning session 0930-1230.

The 6th edition of the PMBoK-Guide® states that "a project manager may be involved in evaluation and analysis activities prior to project initiation…[and] may also be involved in follow-on activities related to realizing business benefits".

Whether or not the PM is ’involved’, it is clear that these activities are vital to the realization of benefits. It is the responsibility of the PM to interact with the business, at each end of the project life cycle - but how should this be done?

In addition the PMBoK-G lacks guidance on how to link a work breakdown structure, or activity list, to defining goals and benefit flows.

This presentation addresses the context, concepts and techniques to bridge the gaps.

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United Kingdom

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