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est un logiciel de redoutablement efficace. Il combine les avantages du et de la méthode . Encore disponible en , il est déjà impressionnant par la richesse de ses fonctionnalités, sa convivialité et sa simplicité. Il rivalise très bien avec les à base de fichier texte et vous fera certainement oublier les applications web 2.0 de listes de choses à faire qui florissent ces temps-ci. D’autant plus qu’il est exécutable à partir d’une .
One wish I had for the gathering in Stoos was to discover a common foundation that could reconcile differences between the many management thinkers, writers and consultants the world has already generated before. We have The Toyota Way , the 14 Points for Management , Radical Management , Management 3.0 , Wiki-Management , Beyond Budgeting , Tribal Leadership , Servant Leadership , Elastic Leadership , the Declaration of Interdependence , and many more models, values and principles. I asked the group at Stoos, “Is there something more fundamental?” Is there a management axiom ?
Apart from our stakeholders and the core idea another topic I suggested at the Stoos Gathering was the name and identity of the movement that we feel ourselves part of. How should we call ourselves, when we feel part of the same group of people who are trying to modernize management around the world? What could be the name of follow-up events, when we organize any?
Aside from many enthusiastic messages we’ve also experienced a bit of a backlash, both during and after the Stoos Gathering . What did we do wrong? Both Steve Denning and I are guilty of announcing publicly that we were organizing a private event, and asking for input .
I write this in my hotel room after having traveled back from Stoos to Zürich airport. The Stoos Gathering just ended and I’m feeling very tired. I had just 6 hours of sleep in the last 2 nights, and tomorrow I have to get up early, again, to catch my plane to Cleveland, US. My report about the proceedings of the Stoos Gathering will have to wait for a day or two. But there’s one thing I wish to clear up before I tuck in. A number of people have been waiting (in vain) for feedback from the Stoos Gathering over Twitter during the event.
"Who is our customer?" This was one of the first questions to pop up during the gathering in Stoos . "Which people are our target audience?”
In a recent survey of over 1500 chief executive officers, IBM reported that the rapid escalation of complexity is the biggest challenge confronting organizations, and more than half of CEOs doubt their ability to manage it. Given that nine out of ten organizations fail to execute their strategies, it’s no wonder that CEOs are very worried about whether or not they have the wherewithal to manage in an increasingly complex world. However, there are companies, such as Amazon, Google, Linux, W.L, Gore & Associates, Whole Foods and Zappos, who aren’t concerned about the twin challenges of increasing change and complexity. That’s because they know that the key to mastering change and complexity is to create agile collaborative networks, not slow-moving bureaucratic hierarchies. We are at a unique point in history as we find ourselves catapulted from the industrial world we knew so well and thrust into the very unfamiliar wiki world.
Selection of Ross Dawson Frameworks Scenario Planning in Action Click on the image to see full-size pdf Below are summaries of the key points in the overview page: What is scenario planning?
52 Reviews » Getting Things Done, Resource Edition 52 Reviews has a handy reference page on popular GTD implementation tools. Although, personally, it looks incomplete to me without Kinkless GTD on there :) . Many of these will be familiar to GTD fans, but there are a few I hadn't seen or that are worthy of a second look:
Special offer! Buy my ebook with all the best blogs posts from 2007 and get these GTD worksheets for free! I’ve recently created some handy GTD worksheets that are perfectly suited for creating or enhancing your own paper-based or hybrid GTD system.
This article was originally posted during the first week of 43 Folders' existence, and, pound for pound, it remains our most popular page on the site. Please be sure to also visit related pages , browse our GTD topic area , plus, of course you can search on GTD across our family of sites. I’ll be talking a lot here in coming weeks about Getting Things Done , a book by David Allen whose apt subtitle is “The Art of Stress-Free Productivity.” You’ve probably heard about it around the Global Interweb or have been buttonholed by somebody in your office who swears by GTD . (It probably takes a backseat only to the Atkins Diet in terms of the number of enthusiastic evangelists: sorry about that.) Like I did the other day with Quicksilver , I wanted to provide a gentle, geek-centric introduction to Getting Things Done , so that you can think about whether it might be right for you.
Un article de Wikipédia, l'encyclopédie libre. La méthode PERT (Program ou Project Evaluation and Review Technique), est une méthode conventionnelle utilisable en gestion de projet , développée par la marine américaine dans les années 1950. Elle est censée être capable de représenter et d'analyser de manière logique les tâches et le réseau des tâches à réaliser dans un projet. Est-ce que tout sera prêt quand Papi et Mamie arriveront ?
Le PERT (Program Evaluation and Revue Technique – Technique d’élaboration et de mise à jour de programme) a été créé en 1958, aux USA pour la planification du programme spatial POLARIS. Le délai initial de ce programme qui a fait intervenir 9000 sous-traitants, était de 6 ans. L’application de la technique du PERT a permis de réduire ce délai à 2,5 ans. - Définitions