Horse Eye Seminars: portfolio and brief description of seminars, expertise, experience
20 years experience in top management (Europe & Middle East)
10 years Strategy & PMO (Telecoms, IT, FMCG)
Linkedin profile for George
13 years entrepreneurship experience
20 years experience in events and hospitality
Linkedin profile for Corina
Appreciative Inquiry facilitators 2016 USA
Leadership Trainer Germany 2012
• Appreciative Inquiry
• Project, Programme, Portfolio Management
Note: All seminars can be delivered with or without horses. Usually we are using horses for the first seminar with top or middle management to introduce concepts, create emotional stance and buy-in, initiate change, shift in mindset and awareness on behavior. After that we can continue extending the concept to larger groups or entire company as well as following up and continuing transformation of the participants at the first seminar.
In the Transformation Leadership Seminar, the hands-on, practical exercises will explore:
• Stereotypes, preconceptions and prejudice around leadership, individual roles
• Leadership styles and reaction of others to own leadership style
• Simple and clear communication, the perspective and interpretation of others to your own communication
• Leading a team with their own dynamic and informal leaders
• Handling and applying pressure
• Focus on objectives and engagement of the others towards the objectives
• Creating a Culture of Open Dissent; extending the comfort zone for self and people around and regard dissent as an obligation and that treat no subject as un-discussable.
• Trust in between members of a team
• Reaction and behavior when under double command
• Working in a team effectively
• Portfolio of Roles; roles and holding the roles
• Team focus on common objectives
• Balancing competing interests, inter-team communication
What is appreciative inquiry?
Appreciative Inquiry is a current of thought with practical applications in the development of organizations, groups and individuals.
Traditional problem solving approaches focus on the exploration of problems in order to discover their root causes.
In contrast, Appreciative Inquiry directs the focus toward what works, and meaningful high-point gratifying experiences.
People act in the direction of what they think. The focus on positive experiences develops energy, creativity, collaboration and innovative thinking.
Problems, therefore, are set in the wider positive context; they become less important, and are outgrown by new innovative solutions.
The classic framework for the application of Appreciative Inquiry is based on a 4 steps cycle:
1. discovery (of best experiences);
2. dream (of what the future can be);
3. design (of innovation);
4. delivery (implementation).
One of the founding ideas of Appreciative Inquiry is that reality is a social construction. Reality finds its shape in the narration that happens among people with diverse points of view.
This idea finds practical application with the involvement of people representing different areas and hierarchical levels within organizations: “whole system in the room”.
As a process and as a mindset, Appreciative Inquiry, is useful for:
• Strategical Planning (the SOAR framework is specific for this matter);
• Organizational Change;
• Organizational Culture evolution;
Note: It can be used to facilitate events/interventions with tens, hundreds or thousands of people, or individual conversations (coaching).
Project, Programme, Portfolio Management
Is aiming to give you the reasons why Projects Succeed; it is a “technical” yet experiential seminar.
The exercises with horses will mimic the project environment and theory and debates will be linked back to the essentials of project framework. Things like project roles, leadership styles related to project roles and situations, contracts, writing relevant requirements, project culture, project framework, etc.
Also we provide a list of around 50 actual and burning topics we will encourage participants to debate and we will provide guidance and clarification on:
1. Capable PMO – What are the PMO capabilities, what is appropriate for your organization, how to develop capabilities.
2. Activist PMO – What opportunities and threats arise from tying project portfolios to the enterprise strategic vision or failing to do so?
3. Agile PMO – Agile explained differently: we do not want rigid control, but we do not want chaos – Minimal Marketable Feature Set — The Smallest Set of Features That Have Collective Business Value.
4. PM in Agile environment – Role of the Project Manager: Agile Facilitation Versus Traditional Managing
5. An Overview of the Resource Management Capability Framework
6. How Does Digital Business Transformation Change the Way We Manage Projects?
7. A minimalist approach to governance: Adopt the least amount of governance required to ensure the best investment decisions are being made and are successfully delivered to the enterprise.
8. From Business Case to benefits review
9. Demand — How to Do It, How Much to Do
10. Project and Portfolio Management Tools – what do I need?
11. Provide governance body support.
12. Management and delivery of projects.
13. Project tracking and reporting.
14. Develop and implement standard methodologies.
15. Process development/implementation and support.
16. Tool selection/implementation/support.
17. Monitor and control of project performance.
18. Develop PMO competency of personnel.
19. Advice senior management.
20. Project coordination.
21. Set-up and manage lessons learned database.
22. Develop and maintain a project dashboard.
23. Promote project management within organization.
24. Project manager mentoring and coaching.
25. Business case development and support.
26. Project/Program health checks.
27. Manage and coordinate portfolios.
28. Identify candidate initiatives.
29. Evaluate and prioritize project proposals.
30. Project documentation management.
31. Management and delivery of programs.
32. Conduct audits of projects/programs.
33. Tracking and monitoring project/program financials.
34. Provide support for project managers.
35. Allocate resources between projects.
36. Conduct post-project reviews.
37. Set-up and manage risk database.
38. Benefits realization and management.
39. Stakeholder identification and management.
40. Project manager recruitment, selection and evaluation.
41. Project manager training and coordination.
42. Monitor and control PMO performance.
43. Participate in strategic planning.
44. KPIs and Metrics to Demonstrate PMO Effectiveness
45. KPIs and Metrics for projects
46. Metrics that matter to CEO, CIO
47. Key barriers that impede user adoption of tools
48. What type of PMO your organization needs? PMO at different maturity levels. Good practices for sizing a PMO .
49. Adaptive versus directive Project and Portfolio Management Tools, PPM Software Selection — Do’s and Don’ts
Contact HorseEye for a memorable experience