Panel: International Teams: How to Lead from 8000 Miles Away
Emcee: Mary Jane Meredith, Newmont Mining Corporation
Steve Clagg, MWH Global
Kristen Hathway, Newmont Mining Corporation
Kristen Miller, Brock Inc.
James Ortelli, TruCourse Technology Services, LLC.
Panel: Day in the Life of a Global PM
Emcee: Amy Fowler, Lewis & Fowler
Claire L. Rutkowski, ITCPM, PMP, MWH, iNet Global PMO
Andrea Floyd, Jeppesen
Amy Keltner, Info Crossing
Brian O'Reilly, Director, CH2M HILL
Panel: Vendor Collaboration: How to Advance PM Tools in a Global Market
Emcee: Michael Frenette, I.S.P., PMP, PMI Nova Scotia
Steve Chamberlin, 3 Olive Solutions
Morris Panner, Open Air
Panel: The Anatomy of Project Success and Failure: What to do and What to Avoid
Time: 3:30 - 5:30
Victor Sohmen
Dr. Richard Discenza
Jim Forman
Bill Craddock
Expert panel members will succinctly present their views of what project success is, based on their specific expertise, experience, and research. Following this, the audience will participate by freely asking questions, offering comments, and sharing knotty problems from the 'real world'. The panel member(s) will make honest efforts to respond to audience feedback, and also encourage members of the audience to supplement the panel responses with their own unique experiences for the benefit of all. This promises to be an exciting and informative event!
Back to the top
In the aerospace and defense business program, planning and controls are critical success factors.
These processes are
based on Mission Assurance, Performance Based Earned Value, measurement of increasing maturity of
the deliverables, and
integrated program and process development.
These approaches have been successful for large and small aerospace programs as well as for
enterprise commerical
projects.
This presentation shows how aerospace and defense project management processes can be applied to
enterprise commerical projects. We will present a step-by-step program, planning, and controls guide
using commercial business domain vocabulary.
Glen Alleman is practice director: Strategy and Performance Management with Lewis & Fowler
in Denver. Glen’s role defines, develops, deploys, and assesses the benefit of Lewis & Fowler’s strategy a
nd performance
management processes for senior business and technical management clients.
These deployments include: Capabilities Based Planning, Performance Measurement Baselines, Balanced
Scorecard based enterprise strategies, Project Portfolio Management, Enterprise Project Management,
and Program Management Office offerings.
Contact: 303-241-9633 Email: galleman@lewisandfowler.com
www.lewisandfowler.com.
Back to the top
Successful global project execution requires strong communication with people in other geographies
and cultures. To quickly tell project stories, project managers must use more graphics and less text in
their PowerPoint slides. We review existing Microsoft tools for this job and show how creation of
a visual project stories with them is very effective but can also be tedious and error-prone.
We then review new integrated "story-telling" tools that have automated the creation
of visual stories for Powerpoint.
Dr. Jim Black is a Harvard-educated project leader with 25 years of experience
directing software
projects for Texas Instruments, IBM, Halliburton, and Comcast. In 2006, he and a partner
founded Chronicle Graphics,
Centennial, CO to help project managers tell their stories to stakeholders. Contact: 303-712-2709
Email: jblack@chroniclegraphics.com
www.chroniclegraphics.com.
Back to the top
Successful global project execution requires strong communication with people in other geographies and
cultures. To effectively tell their stories, project managers must use more graphics and less text in
their web-enabled conference calls. In the first case study, we show how manual creation of visual
project stories is effective for getting stakeholders to make good decisions but is also tedious.
We then study a case where
tools have automated the creation of powerful visual project stories to help a project manager gain control
of a team spiraling into trouble.
Dr. Jim Black is a Harvard-educated project leader with 25 years of experience
directing software
projects for Texas Instruments, IBM, Halliburton, and Comcast. In 2006, he and a partner
founded Chronicle Graphics,
Centennial, CO to help project managers tell their stories to stakeholders. Contact: 303-717-2709
Email: jblack@chroniclegraphics.com
www.chroniclegraphics.com.
Back to the top
No abstract available
Fabio Luiz Braggio, MBA, PMP, is a project manager with background in the telecom and banking
industries. He has managed a number of IT projects for most Brazilian telecom operators and some in
Europe (Italy
(physically) and Belgium(virtually)). Contact: +51-11-5041-4144 Email: fbraggio@hotmail.com/pmisp@pmisp.org.br
Back to the top
No abstract available
Fabio Luiz Braggio, MBA, PMP, is a project manager with background in the telecom and banking
industries. He has managed a number of IT projects for most Brazilian telecom operators and some in
Europe (Italy
(physically) and Belgium(virtually)). Contact: +51-11-5041-4144 Email: fbraggio@hotmail.com/pmisp@pmisp.org.br
Back to the top
No abstract available
Alex Brown, PMP
Back to the top
No abstract available
Alex Brown, PMP
Back to the top
The age-old problem of having more projects than resources to implement them, combined with the more recent focus
on better alignment of projects with the strategic goals of the organization, has created an unprecedented demand
for project portfolio management methodologies and solutions. However, if not done properly, PPM can place
a huge burden on an organization, particularly mid-sized companies and PMO departments of larger
organizations. During this presentation, we will discuss successful PPM leadership methodologies
and provide specific examples from organizations on how to get the benefits from PPM while keeping it simple.
Session Outline:
o Introduction
o PPM Leadership: Methodology Overview
o Lessons Learned/Success Examples
o Question & Answer
Steve Chamberlin is the CEO and Managing Partner of 3 Olive Solutions, LLC. He has managed projects for both large and small technology companies, such as IBM, SAP and Clubessential. His education includes a BSME from the University of Illinois and an MBA from the Univeristy of Chicago. Contact: 630-993-1078. Email: schamberlin3olivesolutions.com,
www.3olivesolutions.com..
Back to the top
The meeting of cultures is generally an unsettling process for all parties. This highly interactive experience will set the stage for dealing with the emotional and strategic issues that arise when cultures meet. Participants will experience viscerally what gets in the way of effectively connecting with associates in different cultures. They will have a deeper understanding of the human issues that are involved and more confidence in their ability to function effectively in this process. The interactive learning experience in addition to the presented research theory provides solid grounding on which to build one’s self awareness and ongoing learning.
Maureen Clarry, consults and teaches on organizational and leadership issues related
to information technology, business intelligence, and business.
Maureen is the Founder and President/CEO of CONNECT: The Knowledge
Network(CONNECT), a consulting firm that specializes in helping IT people and organizations to achieve their
strategic potential in business. Contact: 303-730-7171 X102 Email: mclarry@connectknowledge.com
Back to the top
Bud has developed a number of unique approaches to estimating, scheduling and monitoring projects, especially those with high levels of uncertainty. These techniques have been proven over a 25 year career of managing and leading projects with an outstanding record of completion of those projects on-time and on-budget.
Bud Cookson PE, PMP, CSM has 37 years experience developing, leading and managing projects in the Engineering and Software domains. His experience covers a broad range of industries, from beer making to accounting and cookies to controls.
At the same time, he has mentored, trained and led numerous teams in project management basics, incorporating his unique approaches to planning and executing projects and project leadership. Additionally, Cookson is a serial entrepreneur, having started several successful companies. Currently, he is building two new companies, as a well as a new
consultancy.
He is embarking on a mission to bring his unique project management techniques to the rest of the world. These
techniques are based on his experience in this broad range of domains and have proven to be of exceptional valuable in
the executionof Project On-Time and On-Budget with Satisfied Customers. He also has used these techniques successfully
while managing distributed / virtual teams around the world. Contact: 303-988-4034
Email: (bud@ridgelinemanagement.com)
www.ridgelinemanagement.com.
Back to the top
Leadership, strategy, and vision are often used in the same discussion. Further, they are sometimes combined to create
new phrases, as in visionary leadership or strategic vision. What are these terms and how are they applied by Project
Leaders in both professional and personal settings? Are they redundant, or are they different concepts that essentially
form a Project Leader's equivalent of the Triple Constraint? This discussion will briefly explore the foundations and
applications for each of these. Each participant will be encouraged to note and share personal experiences and future
suggestions.
Bill Craddock is a consultant, trainer, and international speaker. His assignments include
project management, information processes, customer service, strategy, and leadership.
Bill has presented papers at
both PMI Leadership Meetings and Global Congresses. He holds a Doctor of Education degree, and is a
PMP and Registered
Professional Engineer. Contact: 501-329-4778 wtcraddock@conwaycorp.net
www.conwaycorp.net.
Back to the top
Leadership is a much discussed concept. There is general agreement that leadership is important, but no consensus on
what it is. There are multiple definitions and viewpoints. The same can be said for project success. While everyone
agrees that project success is important, there is no consensus on project success criteria. Others believe additional
project success criteria are necessary to reflect other project outcomes.
What happens when these two very important concepts (leadership and success) are overlaid? The Intersection of
Project Success and Project Leadership provides insights on how to lead the project team and other stakeholders to
authentic project success.
Bill Craddock is a consultant, trainer, and international speaker. His assignments include
project management, information processes, customer service, strategy, and leadership.
Bill has presented papers at
both PMI Leadership Meetings and Global Congresses. He holds a Doctor of Education degree,
and is a PMP and Registered
Professional Engineer. Contact: 501-329-4778 wtcraddock@conwaycorp.net
www.conwaycorp.net.
Back to the top
Launching a web based product interface is a program in and of itself. Besides ensuring the product is available and meets business needs, there are many other organizations involved in a successful launch. This presentation covers a proven process for launching a web base product. Using a 100 day window, the program looks at various tasks and the accountable stakeholders and sequence the work. Among the items covered:
- Program kickoff
- Training needs identified, developed, and delivered.
- Legal requirements completed
- Operations readiness
- Marketing product communication ready
- Sales force readiness
- Adoption plans
- Product Launch
- Post Launch Activities
The presentation will cover the planning and execution of an International Web Product release including a release template. The presenter is a Program Manager for the AT&T award winning BusinessDirect© Portal and has successfully lauched 4 web based programs and 31 XML based interfaces for customers all over the world including small business and Fortune 100 companies.
Dave Davis,
PMP, MBA holds three master’s degrees, Six Sigma and ITIL Certification. He has published
articles and presented at professional conferences throughout Europe and North America.
He is a member of the PMI 2007
Leadership Institute Class, eBusiness SIG Chair, and a question writer for PMI Certification exams.
Contact: 419-346-7152. Email: dldavispmp@gmail.com
Back to the top
The Information Technology Infrastructure Library (ITIL) standard defines specific phases of service
delivery and
service assurance. This presentation will explore various components of implementing an electronic
bonded ITIL
Service Desk across multiple companies located on five continents and supporting more than
a 1 billion dollar contract.
We will take an in-depth look at developing and implementing elctronic bonding across these
companies for incident
resolution and cover the major milestones with quality gate criteria for product implementation
Among the topics that will be covered are:
- ITIL Toolset Overview
- Development Roadmap
- Program Definition
- Program Communication Plan
- Program Governance Plan
- Testing Challenges
- Operations Readines
- Implementation
As an added bonus, this presentation will also touch on the Program Management tool used to control and execute the
various projects.
Dave Davis, PMP, MBA holds three master’s degrees, Six Sigma and ITIL Certification.
He has published
articles and presented at professional conferences throughout Europe and North America.
He is a member of the PMI 2007
Leadership Institute Class, eBusiness SIG Chair, and a question writer for PMI Certification exams.
Contact: 419-346-7152. Email: dldavispmp@gmail.com
Back to the top
Projects fail for a variety of reasons. This session will help project managers and their leadership teams learn how to detect the causes of project failures; learn how to assess the amount of project damage; and learn how to apply this knowledge to develop a project recovery plan.
You will leave this session with the tools to:
- Recognize and understand seven common causes of project failure
- Employ the use of structured questions, survey instruments, and questionnaires to assess the
extent of project failures
- Understand how to apply the failure assessment results to outline a project recovery plan
Richard Discenza, Ph.D., is s a professor of production management and information systems in the
College of Business and Administration at the University of Colorado in Colorado Springs.
His current research focuses on business process reengineering, distance education, project management and supply
chain management. He has published numerous articles in professional and academic journals and is a member of
APICS, the Academy of Management, and PMI.
James Forman, MBA, PMP, is Director of Project Management Excellence in Microsoft
Corporation’s Worldwide Enterprise Services Division. James has been a project management practitioner for more
than 25 years, primarily in the public sector, leading numerous project teams in the Aerospace and
Defense and Information Technology industries.
Back to the top
With Traditionalists hanging on and Generation Y’ers entering the workforce, we now have four generations working
and living side by side. Review the events, heroes and values that define the various generations.
Identify and compare how different feedback styles impact each generation. Walk away with an appreciation
for generational diversity, as well as communication strategies to ensure each generation contributes to the
growth and success of your organization.
Aileen Ellis President of AME Group, Inc., is a recognized project management consultant,
trainer, and international speaker. She has published three books on project management, available through PMI.
Ellis has more than 20 years of experience as a project manager. As an instructor, Ellis has provided training
in Leadership and Project Management to thousands of professionals from dozens of countries. Over the past year,
she has presented on Leadership topics for PMI Global at the Leadership Conferences and Congresses in North America,
Asia and EMEA. A member of the PMI-2008 Leadership Masters Class, Ellis holds a M.S. in Electrical Engineering from
John Hopkins University and a B.S. in Electrical Engineering from Union College. Email: aileen@amegroupinc.com
www.amegroupinc.com.
Back to the top
Do you work with a team that seldom or never meets face-to-face?
Is your team separated by a few states, a few time
zones, or a few countries? Are you taking advantage of the tools available today to improve
communication in virtual teams?
This session will discuss the use of current tools and approaches for communication in a virtual
team that go beyond email and live chat. It will focus on SharePoint for collaboration environments;
WebEx for online meetings, integrated
teleconferences and meeting recording and storage; best practices for fostering team spirit and
involvement; storage
and maintenance of project documents, discussions, lists and surveys; and, use of subscription
services to reduce \email volumes.
Michael Frenette, PMP, is a senior IT consultant and project manager at
Sierra Systems' Nova Scotia,
Canada, location. He has 30 years of experience in utility, oil & gas, manufacturing, insurance and government
environments. He created and uses dozens of collaborative sites, and frequently uses online meeting tools for
project work. Contact: 902-425-6688 Email:MikeFrenette@EastLink.ca
www.EastLink.ca.
Back to the top
Tired of those project meetings that seem to turn into disasters, even with the best laid plans?
It’s time to turn those disasters into meetings that add value to the project work, save time and serve as
motivation to your project team! This is especially challenging in the virtual setting of the global
marketplace today.
We will discuss simple tools that work -- ground rules, agendas, and meeting minutes that focus on actions and
decisions. Learn to use meeting roles and responsibilities to involve the entire
team in order to engage them and
keep the meeting moving in the right direction.
Make your project meetings the ones that others actually want to attend! Use a quick team building exercise
at your meetings to learn more about your attendee’s styles, what motivates them and understand
how you can better meet their needs. Find out about the
“What Makes for a Great Day”, “Seven C’s” and how you “Draw the Pig” in
order to learn more about each other. Add a little fun to your project meetings and turn those disasters
into opportunities for motivating your team!
Jayne Gnadt has worked in the project management and training field for more than 25 years. Her
expertise includes extensive project work and training facilitation in the corporate world as well as
consulting and speaking engagements in the private sector. She spent 15 years with Citigroup, holding a
number of leadership and officer-level positions in Operations, Training, and Marketing where she managed a
variety of corporate project initiatives. She was with Oppenheimer Funds for more than 10 years managing
training functions, the Project Office and enterprise-wide projects.
Jayne is currently a consultant for Mindavation,
performing project management keynotes and training around the world.Contact: 866-888-6463.
Email: dpalm@mindavation.com
wwww.mindavation.com.
Back to the top
Project underperformance can be directly linked to a failure to put in place specific PM practices. This presentation will describe two of our project management assessments — the CompassPM™ Organizational Maturity Assessment and the CompassPM™ Individual Assessment. Both assessments are based on a common model that is consistent with PMI standards. The organizational maturity assessment examines project capabilities that are in place, serves as a baseline for improving PM practices across the enterprise, and provides a sound basis for prioritizing PM investment decisions. The individual assessment focuses on individual and team competencies and helps employees and their managers prepare development plans, staff new projects, and engage in succession planning. Through these assessments, organizations become better at project management, and thus more competitive and profitable.
Back to the top
- Participants in this session will become more aware of unspoken assumptions about conflict and how to handle them.
- Participants will explore the impact those assumptions have on the success or lack of them in project management.
- Participants will explore their own assumptions about conflict, especially as those involve responsibility for solutions, the ability to make behavioral changes and the practicality of cooperative problem solving.
- Participants will learn methods of surfacing and addressing these assumptions.
Dr. Myra Warren, teaches, consults, and writes about conflict management. Currently a faculty member at the University of Denver, she has extensive training in Alternative Dispute Resolution, including seminars from CDR and Harvard Law School. Dr. Isenhart has 25 years of experience in consulting, training, and coaching communication skills for the workplace. She is the author of many articles and the co-author of two books about conflict management.
Contact: 303-796-8113 Email: misenhar@du.edu
Michael Spangle, Ph.D. has provided training for a wide variety of corporations,
as well as schools, churches, and hospitals. He served as Director of Graduate Studies in Communication and
Alternate Dispute Resolution at the University of Denver and Director of Undergraduate Faculty at Regis
University. Currently, he serves as
an Associate Professor at Regis University. With Myra Isenhart, he has
co-authored books on Negotiation and Conflict
Management and is the author of many articles. Email: mspangle@regis.edu
www.regisuniversity.edu.
Back to the top
Learn how to establish and sustain effective virtual teams in this session. Participants will gain that “how to”
knowledge in several ways:
- Investigate the skill sets and competencies of team leaders and members.
- Explore the tools and practices that are available for keeping virtual teams together.
- Discover practical approaches for project management of virtual teams and projects.
- Explore best practices for managing global and virtual procurement.
Investigate leading tools from Microsoft, WebEx, IBM, and Nikku. Interpret two best practice
case studies and apply the concepts to your organization.
David Kohrell, MA, CISA, PMP is the president of Technology As Promised, LLC. His passion and
interest in virtual teams results from eight years of managing teams virtually and in developing curriculum for
project managers to harness the power of virtual teams. Contact:
402-429-9805 Email: david.kohrell@tapuniversity.com
www.tapuniversity.com.
Back to the top
It is not everyday that you face the prospect of making a game out of a complex and ever changing role like project management. However, that is exactly what Mindavation accomplished. In addition to that, we have built a learning tool that actually adopts to the preferences and learning needs of its user. Come hear how this tool was built, see the games in action, and more importantly, how you can incorporate the capabilities of this unique tool to your organizational (or personal!) learning objectives.
Back to the top
During this presentation, attendees will learn how serving as a project manager will help develop their skill for becoming a strategic leader. A variety of leadership skills will be discussed and cited to demonstrate how PMs can add to the success of their organizations. Additionally, attendees will be encouraged and facilitated to share and discuss how they have seen different leaders in their own organizations use applied leadership skills to achieve strategic success.
By the end of this presentation, attendees will learn how being a project manager can build their skills for becoming strategic leaders and how to apply these skill help their organizations become more successful.
Nathaniel Quintana, PMP, is is an associate for Booz Allen Hamilton who has worked with diverse clients including United Launch Alliance and the Department of Labor, Mine Safety and Health Administration. He has provided thought leadership on a variety of areas including process improvement, project management maturity, EVM, communications and resource management.
Contact: 720-277-8166 Email: Quintana_nathaniel@bah.com
Back to the top
Companies often invest a lot of time and money into defining their
mission statement, expecting it to drive employee behavior toward the stated purpose.
Unfortunately this is a myth.
Instead, it is values that drive behavior, and corporate values are often not part of the
mission statement.
Find out how to determine what your company values, and how to compare that to what you value–and what to do
if they are different. Learn how to define values at the team level, as well, a must in order to ensure
effective working relationships and that the right actions are taken by everyone to achieve project goals.
Michele Sliger, PMP, CST (Certified Scrum Trainer) has extensive experience in Agile project
management, having transitioned to Scrum and XP practices in 2000. after a career start under traditional waterfall.
Her passion lies in helping those in traditional software development environments cross the bridge to agility.
Contact: 720-377-1741 Email: michele@sligerconsulting.com
Back to the top
A lack of effective project leadership has been cited as a major cause of project failure, overriding most
organizational factors. Studies often point to interpersonal and behavioral problems as the
root causes of project failure, and the art of project management is about getting work done through
effective leadership.
This session will focus on the under-researched and less apparent ‘soft’ element of project management, that is,
project leadership. The challenge of project leadership is compounded further by
cross-cultural factors, as projects around the world are staffed by multi-ethnic members.
This research is a study of the nature of effective leadership of international
projects in a transcultural environment.
Consequent to a multi-literature review (organizational leadership, cross-cultural management, project management, and team dynamics), it argues for a need to develop a leadership model through triangulated research—incorporating the unique characteristics of a fast-paced, time-limited and goal-driven project as a temporary organization, populated by a diversity of ethnic cultures.
Dr. Victor Sohmen has an MBA in project management from The University of Calgary, Canada,
and his Ph.D. thesis at The University of Queensland, Australia, is on Transcultural Project Leadership.
He received the Canadian Governor General's Gold medal for academic excellence in 1995 and the PMI Educational
Foundation Scholarship in 2002. Contact: +61-406-109911 Email: vsohmen@gmail.com
Back to the top
To work successfully in the global marketplace, you need to build effective and productive relationships with partners around the world. In this interactive session, we will explore how you can achieve mutually satisfying and transparent cross-cultural communication through which everyone understands each others’ meta-messages, as well as the words being used.
Your essential tools for that challenge will include explicit recognition of U.S. business cultural norms and
communication style (which are often invisible to us but painfully incongruent for others) plus techniques
for facilitating the personal connections, common goals, and new insights that are the hallmarks of positive and enduring partnerships.
Dr. Kit Tennis has 33 years experience consulting and managing business,
government, academic and
nonprofit organizations. His most contemporary work, particularly in Fortune 100 firms,
focuses on global diversity
and inclusion, strategic planning, appreciative inquiry, team building, corporate
entrepreneurship, organizational
cultural renewal, and large systems change strategies.
Contact: 303-449-5921 Email: Kit@SanchezTennisAssociates.com
www.sanchezTennisAssociates.
Back to the top
In today's global business world, there are many factors
that can conspire to make every business interaction a
potentially embarrassing one. Learn to embrace diversity by navigating the pitfalls and
rewards of social interaction among your peers and colleagues from other cultures, when
leveraging team diversity.
You will learn the 'do's and don'ts' of interactions with other cultures, pick up
handy tips on how to become more 'worldly,' as well as gather some basic intelligence on your target
countries.
Stewart White, PMP is an Engineering Project Manager at FedEx Corporate Services Innovation
Technology Development. Stewart manages and develops strategic scanning and imaging solutions for FedEx
Corporation. which enables productivity and provides real-time package tracking service features. He also is
president of the PMI Diversity SIG, which provides members a repository of information to avoid pitfalls as they
manage global projects. Contact: 901-289-3739 Email: presidentpmidiversity@yahoo.com
Back to the top
