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Module 13: Resourcefulness

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Instructional Objectives

  • Stimulate and support an open and creative environment
  • Apply conceptual thinking to define situations and strategies
  • Apply analytic techniques to analysing situations, financial and organisational data and trends
  • Promote and apply creative techniques to find alternatives and solutions
  • Promote a holistic view of the programme and its context to improve decision making
Category:

RESOURCEFULNESS

Resourcefulness (People 8) describes ways of thinking (conceptual and holistic) and sets of techniques (analytic and creative), but above all focuses on the ability to create an open and creative team environment, where each can work and contribute optimally. The Resourcefulness (People 8) competence element enable the individual to effectively handle uncertainty, problems, changes, limitations and stressful situations by systematically and continuously searching for new, better and more effective approaches and/or solutions.

Instructional Objectives 

  • Stimulate and support an open and creative environment 
  • Apply conceptual thinking to define situations and strategies 
  • Apply analytic techniques to analysing situations, financial and organisational data and trends 
  • Promote and apply creative techniques to find alternatives and solutions 
  • Promote a holistic view of the programme and its context to improve decision making

Lesson 1 : Stimulate and support an open and creative environment

  • Encourage people to provide a contribution with the knowledge they have.
  • Encourage creativity and support this.
  • Use the imagination to remove obstacles.
  • Consult other people and accept something from them.
  • Use the viewpoints of everybody involved.

45min.

Lesson 2 : Apply conceptual thinking to define situations and strategies

  • Where possible, encourage conceptual thinking.
  • Recognize that problems have multiple causes.
  • Recognize that solutions have multiple effects.
  • Think in terms of systems.

1hr. 10min.

Lesson 3 : Apply analytic techniques to analysing situations, financial and organisational data and trends

  • Apply different analytical techniques.
  • Analyze problems in order to find causes and solutions.
  • Analyze complex data into meaningful information.
  • Report clearly on the findings.

23min.

Lesson 4 : Promote and apply creative techniques to find alternatives and solutions

  • Use applicable creativity techniques.
  • Use divergence techniques.
  • Use convergence techniques.
  • Encourage the viewpoints of various disciplines.
  • Identify interdependencies.

1hrs. 27min.

Lesson 5 : Promote a holistic view of the project and its context to improve decision-making

  • Think holistically and explain the total picture.
  • Consider a situation from different viewpoints.
  • Link a project to its context.

1hrs. 27min.

RESOURCEFULNESS (PEOPLE 8) DESCRIBES WAYS OF THINKING (CONCEPTUAL AND HOLISTIC) AND SETS OF TECHNIQUES (ANALYTIC AND CREATIVE), BUT ABOVE ALL FOCUSES ON THE ABILITY TO CREATE AN OPEN AND CREATIVE TEAM ENVIRONMENT, WHERE EACH CAN WORK AND CONTRIBUTE OPTIMALLY. THE RESOURCEFULNESS (PEOPLE 8) COMPETENCE ELEMENT ENABLE THE INDIVIDUAL TO EFFECTIVELY HANDLE UNCERTAINTY, PROBLEMS, CHANGES, LIMITATIONS AND STRESSFUL SITUATIONS BY SYSTEMATICALLY AND CONTINUOUSLY SEARCHING FOR NEW, BETTER AND MORE EFFECTIVE APPROACHES AND/OR SOLUTIONS.

A new situation, a new team, a unique result, with too few people and resources. That is the field of activity for everyone who works on a project and it is frequently expected that, even without being given the necessary resources, the project/ programme manager will still work wonders. After the first plan has been presented, senior management starts the negotiations, or more precisely, cutting the budget and the duration. They want "everything for a low price". The project/programme manager has people allocated to him, not all full-time, but part-time, as they are still needed for other on-going projects. When the work then commences, the people who have been allocated turn out to be unavailable, and are either working on other projects, or are on holiday. The accompanying plan, however, cannot be changed. The purchasing department imposes the so-called preferred suppliers on the project/programme manager, and forces their pricing down unreasonably. After completion, there is then dissatisfaction with the delivered quality, and/or the overrun that has occurred. All fingers then point in the direction of the responsible project manager, who is left empty handed, at least as far authority is concerned. Yet, a miracle is expected, and I sometimes say that a project manager has to have a thick skin, play ignorant, let criticisms roll off him like water off a ducks back, and have a dice to roll for making all difficult decisions. Basically, it comes down to resourcefulness. Are you capable of doing a lot with a little? With your team, do you always manage to find a way out? That is what this competence element is all about. The resourcefulness we are talking about goes further than occasionally coming up with a creative idea. Project managers approach this in a structured manner and do not only rely on their own creativity. Project management is managing in a way that mobilizes the creativity of the team and generates and implements ideas in a structured and planned manner.

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