How to run a stand-out project Methodology How to run a stand-out project Methodology

CITIZEN ACT – 2011-2012 season

How to run a stand-out project Methodology

Constantin ERODIADESStéphanie CHASSERIO

SOCIETE GENERALECITIZEN ACT


Plan

1. Presenting the mission and advice for answering the questions raised

2. Project management basics

3. Group work and creativity techniques



1. PRESENTING THE MISSION AND ADVICE FOR ANSWERING THE QUESTIONS RAISED



1.1. Interest and spirit of the missionThe global challenge for cities and their future development

The concentration of the majority of human beings in urban spaces (70% worldwide)

A question of survival and quality of life for human beings

The key issue: rethink cities and their development in the interests of sustainability

While considering:

•The diversity of form and size for cities

•The diversity of cultural and national contexts

•The diversity of economic situations



1.1. Interest and spirit of the mission (continued)

To provide the opportunity to create solutions for the cities, keeping the three CSR pillars in mind

Ecological

EconomicalSocial Fair

FeasibleLivableSustainable



1.1. Interest and spirit of the mission (continued)

Establish the role and the missions of private banking and the banker in this regard:

• A role as major player and stakeholder• The financial tools to be created• The actions to be taken



1.2. Structure of the mission

1. The definition of a sustainable city

2. Suggested theoretical tools for tackling the complexity of the subject matter

• Systemic approach• The stakeholders• Theory of external factors• Product service systems

3. Concrete examples of issues• Access to resources• Waste management• Production and distribution of energy• Transport infrastructures and

mobility• Space and habitat management

4. The key challenge of financing sustainable cities



1.3. What is expected of the teams

• To develop a creative and innovative approach

• To move away from traditional frameworks

• To incorporate a CSR approach

To propose complete projects which take into account:

• The various issues set out in the mission

• All of the stakeholders

• Negative external factors and the benefits of the projects

• The role of the banker and the development of his assignments and tools



1.4. Reminder of the evaluation criteria for the projects

• The practicality of the project

• The feasibility of the project

• The originality and innovative nature of your proposal

• The consideration of the negative external factors and benefits of your project from a systemic perspective.



1.4. Work advice

Search for additional information• Internet sources quoted in the text• Research based on the theme of sustainable cities• Share your experiences

Visit the players in the field

Dare to be innovative

Use the analysis grids suggested in the proposal• Systemic approach• Product service systems• Business model tools



2. PROJECT MANAGEMENT BASICS



2.1. Key stages of project management

1. The vision of the project: • The aim of the project, • The objectives, • The final deliverables.

2. The project organisation: • Tenacity of the stakeholders, • Building the project team (who is doing what and with which means and for which

purpose?).

3. Implementing the project: • Influence on and with stakeholders, • The risks identified, • An alternative approach.



2.2. Aspects to monitor in the proposed project

1. In the vision of the project: the aim conveys the long term ambition. The objectives must be feasible and realistic in economic terms.

2. In the organisation of the project: it is important to ascertain the potential resistance of the stakeholders and to ensure the guidance and coherence of the team's work.

3. In the implementation of the project: it is vital to identify developments in the project environment, identify potential competition and calculate potential risks that could jeopardise the project.



3. GROUP WORK AND CREATIVITY TECHNIQUES



3.1. Reality and representation of the world

What we find depends, in one way, on the reality that we perceive and in another way, on the way in which we perceive that reality.



3.2. Creative inspiration contributes to the conception of an innovative project

In most cases, creativity techniques consist of distancing yourself from and then returning to the issue at hand; it could be compared to the winding course taken by a mountaineer on their way to the summit or the navigator, sailing upwind as they change tack.



3.3. Creativity born from sequential phases of divergence and convergenceThe suggested approach is based on hypotheses and ideas.

The hypotheses

a. Exploration (divergence): which hypotheses are possible?

b. Reformulation (convergence): which hypotheses are most realistic?

The ideas

c. The formulation of ideas (divergence): think up as many ideas as possible based on the underlying hypotheses.

d. The selection (convergence): which ideas work?



3.4. Optimum conditions for innovation

It is therefore in the combination of freedom and constraint that innovative projects are born.



3.5. Pragmatism and innovation

The success of an innovative project is linked to the added value of this project in relation to market realities.



GOOD LUCK AND HERE'S TO SUCCESS FOR ALL OF YOU!