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Apr 19 2009, 7:48 PM EDT
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Change: Project/programmeProject/program originsA programmeprogram or project usually begins for one of two reasons: The organisationorganization wants to re-examine its strategic plan and determine the need for possible change. The executive want to encourage continuous futures thinking by all their key stakeholders, particularly their people.Often the
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Apr 5 2009, 7:13 PM EDT
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Change: it clear aboutthe itsintent intent?clear? Is it too broad or narrowly defined? How will the stakeholders view the project or question? Are the boundaries and time horizon clear? What opportunities and risks may be won or lost by the thrust of the question? What answers
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Feb 14 2009, 10:51 AM EST
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Change: programme or project success.Further reference references Thinking About The Future: Guidelines for Strategic Foresight Scoping an Exercise Establishing the question About Foresight Next: Stakeholder Management Back: Futures Outcomes To: Shaping TomorrowCopyright: Some rights reserved. This work is licenced under a Creative Commons Licence.
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(Word count: 499)
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Feb 14 2009, 5:48 AM EST
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Change: Renamed from Scoping Futures by Feb 14 2009, 5:48 AM EST for: Rename
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Feb 14 2009, 5:46 AM EST
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Change: Moved by Feb 14 2009, 5:46 AM EST
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Feb 5 2009, 5:20 AM EST
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Change: Understand for whom you are scanning. This is important so that your reporting meets their needs. What sorts of reports do they ‘like’ – in-depth, bullet points, two pages maximum? What would a successful report look like (content, format, length)? Consider this before you start scanning.Desired outcomeThe
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Nov 8 2008, 12:53 PM EST
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Change: ensure programme or project success.Further reference Thinking About The Future: Guidelines for Strategic Foresight Scoping an Exercise Establishing the question About Foresight Next: Stakeholder Management Back: Futures Outcomes To: Shaping Tomorrow Copyright: Some rights reserved. This work is licenced under a Creative Commons Licence.
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Aug 16 2008, 3:52 PM EDT
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Change: There were only format changes (bold, italics, etc.) in this version. See this version for details.
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Aug 16 2008, 1:16 PM EDT
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Change: There were only format changes (bold, italics, etc.) in this version. See this version for details.
(Word count: 440)
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Aug 16 2008, 1:12 PM EDT
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Change: There were only format changes (bold, italics, etc.) in this version. See this version for details.
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Aug 11 2008, 2:16 PM EDT
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Change: vice versa.Ensuring value for money by solid upfront planning will further help to ensure programme or project success.Further reference Thinking About The Future: Guidelines for Strategic Foresight Scoping an Exercise Establishing the question About Foresight ProceedNext: to Stakeholder Management Back: Futures Outcomes To: Shaping Tomorrow
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Jul 9 2008, 6:01 PM EDT
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Change: There were only format changes (bold, italics, etc.) in this version. See this version for details.
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Jul 9 2008, 3:59 PM EDT
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Change: poorly defined outcome and vice versa.Ensuring value for money by solid upfront planning will further help to ensure programme or project success.Further reference Thinking About The Future: Guidelines for Strategic Foresight Scoping an Exercise Establishing the question About Foresight Proceed to Stakeholder Management
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Jul 9 2008, 10:25 AM EDT
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Change: threetwo reasons: The organisation wants to re-look at its strategic plan and determine the need for possible changeThe executive want to encourage continuous futures thinking by all their key stakeholders, particularly their people. Often the trigger comes in the form of
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Jul 9 2008, 6:17 AM EDT
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Change: There were only format changes (bold, italics, etc.) in this version. See this version for details.
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Jul 9 2008, 5:55 AM EDT
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Change: There were only format changes (bold, italics, etc.) in this version. See this version for details.
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Jul 8 2008, 2:41 PM EDT
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Change: Renamed from Scoping by Jul 8 2008, 2:41 PM EDT for: Rename
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Jul 8 2008, 1:10 PM EDT
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Change: Moved by Jul 8 2008, 1:10 PM EDT
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Jul 8 2008, 11:52 AM EDT
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Change: The desired outcome(s) must be determined by resolving the key question(s), setting the context and boundaries for the programme or project and creating a project plan. Ensure too, that the project or programme properly considers other efforts already ongoing in the organisation and design an outcome that avoids unnecessary duplication.
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Jul 8 2008, 11:51 AM EDT
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Change: Created by Jul 8 2008, 11:51 AM EDT for: no reason given
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