1. CITIZEN ACT – 2011-2012 season
How to run a stand-out project
Methodology
Constantin ERODIADES
Stéphanie CHASSERIO

2. CITIZEN ACT – 2011-2012 season
Plan
1. Presenting the mission and advice for answering the
questions raised
2. Project management basics
3. Group work and creativity techniques
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3. CITIZEN ACT – 2011-2012 season
1. PRESENTING THE MISSION AND ADVICE
FOR ANSWERING THE QUESTIONS RAISED
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1.1. Interest and spirit of the mission
The 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
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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
Livable Feasible
Sustainable
Social Fair Economical
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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
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1.2. Structure of the mission
1. The definition of a sustainable city 3. Concrete examples of issues
• Access to resources
• Waste management
2. Suggested theoretical tools for • Production and distribution of
tackling the complexity of the subject energy
matter • Transport infrastructures and
mobility
• Systemic approach • Space and habitat management
• The stakeholders
• Theory of external factors 4. The key challenge of financing
• Product service systems sustainable cities
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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
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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.
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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
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2. PROJECT MANAGEMENT BASICS
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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.
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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.
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3. GROUP WORK AND CREATIVITY
TECHNIQUES
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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.
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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.
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3.3. Creativity born from sequential phases of
divergence and convergence
The 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
a. The formulation of ideas (divergence): think up as many ideas as
possible based on the underlying hypotheses.
b. The selection (convergence): which ideas work?
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3.4. Optimum conditions for innovation
It is therefore in the combination of freedom and
constraint that innovative projects are born.
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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.
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GOOD LUCK AND HERE'S TO SUCCESS
FOR ALL OF YOU!
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