GDPR – Are You Prepared?

June 20th, 2017

David Hart
Posted by David Hart in Auditel

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Are you ready for GDPR? Or perhaps you don’t know anything about it – in which case you’re not alone. At an event with a group of finance directors a couple of weeks ago, over 90% didn’t know what GDPR is or how it might impact their organisations. If you’re not already thinking about what you need to do to comply then you may be at significant risk.

The new General Data Protection Regulation (GDPR) is an EU-wide law that comes into force on 25th May 2018, replacing the current Data Protection Act, tightening data protection regulation and increasing the penalties for a data breach. Under GDPR the maximum fine increases to €20 million, or 4% of global turnover, and Brexit isn’t going to make it go away.

GDPR places stringent obligations on an organisation around the management and use of personal data – and data protection needs to be embedded into all your business process and systems.

The requirements apply to both automated (IT) and manual systems, and businesses must demonstrate compliance with the key principles, including:

  • Data must be processed in a manner that ensures security, protecting against unauthorised access or loss
  • Data must be accurate, kept up to date, and not retained for longer than needed
  • Businesses must have the explicit consent of individuals to hold their data, with a positive opt-in, freely given and verifiable, separate to any other terms and conditions (a higher standard than currently) – which can be withdrawn at any time
  • The right of an individual to have their data erased – meaning business need to be able to identify all the data they hold about an individual and be able delete it in response to a request.

Whilst the regulation also applies to manual and paper-based systems, IT is probably where greatest risk lies and businesses and other organisations need to ensure they are adequately protected. We are all aware of the impact of recent ransomware attacks, but many experts feel that the next big ransomware threat is around GDPR – with the potential for a criminal organisation to get hold of your data and then threaten to publish it.

If you would like to find out more, and ensure that your organisation is adequately protected, then contact at david.hart@auditel.co.uk.

An Opportunity to Learn more about Managing Projects – 19th September

August 4th, 2016

David Hart
Posted by David Hart in Membership Associations, Professional Membership Sector, Project Management

Do you understand enough about the fundamentals of how to manage projects successfully in your organisation?  Every organisation, large or small, does projects from time to time and a basic understanding of the management tools and techniques available can help ensure that your projects are successful.

On 19th September, Jane Royden will be delivering another of our popular project management workshops in Central London in partnership with MemNet.

Although primarily focused towards organisations in the Membership and other not-for-profit sectors, this workshop will be of real value for anyone who wants to know more about delivering projects.

The day will give you the opportunity to discuss your project challenges and potential solutions with a real expert, and you will find out about some practical tools and techniques that you can use straight away.   You will also get a 1-1 follow-up telephone mentoring discussion with Jane to explore any aspect of your organisation’s projects.

To find out more click on this link http://bit.ly/ManagingProjects.

Associations World Congress 2016

April 10th, 2016

David Hart
Posted by David Hart in E AND H, Membership Associations, Project Management

IT Projects – is there a gap between aspiration and outcome?

If only it was this easy

You do the project, but it’s not quite as you thought it would be – scope, costs and timescales have all increased and you still haven’t got the result you thought you’d get. At the same time, you may feel that there was a missed opportunity to really develop your team, or a more effective working relationship with your suppliers. Does this sound familiar?

Being able to use technology effectively to develop and transform your organisation is becoming ever more important. Why do so many organisations still experience this gap between aspiration and outcome – particularly when we understand why it happens, and the knowledge and tools needed to avoid it are available?

Jane Royden is exploring this issue at the Associations’ World Congress in Berlin, taking place this week from 10th – 12th April. Under the banner ‘Technology & People: What do you need to deliver the future?’ Jane will be speaking on Monday on ‘Exploring the Gap between Projects, People and Change’.

For more information see the Associations Network World Congress website.

‘Take a look’ at David Hart’s article in APM’s Winter 2015 Project magazine

December 8th, 2015

Jane Royden
Posted by Jane Royden in APM, E AND H, Project Management, Targetprocess, Visual Management

eye-321961_1280David Hart discusses Visual Management

For our colleagues who are APM members, please ‘Take a look’ at Winter 2015 issue of Project magazine from the APM.  Page 62.

E AND H’s David Hart along with Egor Sviridenko from Targetprocess discuss how visual tools can offer a different way of presenting information and enabling control of projects, programmes and portfolios.

Start with the end in mind – whether it’s a wine cellar or a strategy for Syria

November 29th, 2015

David Hart
Posted by David Hart in Project Management

Two very different things this week have reminded me about how important it is to have a clear view of the ultimate objective of any project or initiative and to understand how, whatever it is we are establishing, will be used.

The first was reading an article in a wine magazine about establishing your own wine cellar.  Putting aside the basic assumption that anyone establishing wine storage at home would consume an average of 300 bottles a year (certainly wishful thinking as far as I’m concerned) the principle that you need to determine how much, how often and what you are going to want to drink over the life of the cellar is fundamental to a successful outcome.  There will be empty-791573_1920wine for special occasions in 20-30 years’ time that will certainly be much more affordable if purchased now and laid down.  Then there will be those mature clarets that you want for dinner parties that again are far more affordable 10 years before they are really ready to drink.  Then there’s wine for more frequent and everyday drinking.  How much of each will you want to drink and when?  Thinking this all through carefully results in the optimum plan for your cellar which, if you get it right, will mean you always have the right bottle to hand, or at least minimise the need to go out and buy expensive wine, and you will always have space for some of those bargain offers that appear from time to time.

The second was reading the debates around whether or not to bomb Syria and the Prime Minister’s aim to achieve a House of Commons consensus for a mandate to extend the action.   Many people are saying what seems to me to be the right thing, and asking the right questions – what are we ultimately trying to achieve, what is our strategy to deliver it and how does bombing fit into that?  Unless we are simply aiming to be seen to be doing something in response to the appalling events in Paris, then surely to be ultimately successful the international community needs to have a clear and realistic vision of what a successful outcome might be, and some sort of plan for getting there?

Our experience of delivering successful projects and change in a range of organisations over the years has made me realise that starting out with a clear view of the end point is a fundamental component of success:

  • Are we all agreed about what we are trying to achieve and what success will look like?
  • Do we understand what we are going to do with what we produce and how it will work?
  • Are our plans for delivering it comprehensive, realistic and achievable?

If we can’t answer yes to all these questions then the likelihood of failure will usually be high.

Does this mean that we should never start a project if these things aren’t clear? Not necessarily – there are sometimes circumstances where we need to feel our way at the beginning.  Eddie Obeng, the project management writer and guru, calls these ‘foggy’ projects1.  These ‘foggy’ projects have specific characteristics and need a different management approach – of which more in a future blog.

1 ‘All Change! The Project Leader’s Secret Handbook’, Eddie Obeng, Pub: Pearson 1994.