Danielle Rice, MBA, PMP

Deloitte, Denver, CO

Claims & Back Office Systems Migration: Troubled Project Recovery Using Agile Project Management

We’ve all heard the stories of projects that are in trouble due to constantly-changing requirements (“scope creep”) and the devastating impact that this has on project plans and teams. How do we avoid getting caught in “design churn”? Projects also get in trouble because they lack effective sponsorship and communication with stakeholders. How do we deal with long lists of requirements raised by these stakeholders in the face of tight deadlines, staff reductions, and tight budgets? Agile project management is a field that has emerged over the past decade to deal with these situations. While there are many different agile management methods, they all share some common characteristics and techniques that are perfect for turning around many troubled projects.

Using a real life case study, participants will learn:

- Root causes for troubled projects and how you can avoid it - A process for troubled project recovery - Ways you can earn the support of senior management - The key aspects to your project recovery plan - The different metrics that will be needed to track your recovery progress - How to sell your recovery plan to your team, and your customer - 5 tips for ensuring your recovery is a success

Danielle is a Senior Manager in the Health Plans practice of Deloitte’s Healthcare & Government Consulting group. She has over 18 years of consulting experience focused on large scale systems integration, business process design, process improvement, healthcare operations, shared services assessment, design and implementations, and large/complex packaged systems implementations. Her industry focus has been in Healthcare (Health Plans, Provider, and Federal Health) for the last nine years. She has led multi-steam programs and individual targeted projects in the Healthcare, Aerospace/Defense, Public Utilities, Investment/Commercial Banking, and High Tech. industries and has solid international experience leading cross-national teams in the Far East (Japan, Korea, Indonesia) and Europe (France, Finland, Germany). She has budget development & management responsibilities (Earned Value Mgt.). Danielle is trained in Lean Six Sigma and is a certified Project Management Professional (PMP)

Phone: 720.220.6748

Email: drice@deloitte.com

Dr. Joanne Yamaguchi, PMP, Ph.D., MCSE, CCNA

Cinternational / RADMI, Denver, CO

Goldratt, Deming, Feynman & Bond…James Bond

Managing projects is not an effort to be undertaken by the faint of heart. There are many steps to the successful completion of a project. And of course there are many levels and measurements of success. Dr. Yamaguchi would like to show attendees that perhaps the Socratic dictum “the unexamined life is not worth living” applies to PM as well. Marrying elements of Goldratt, Deming, James Bond and others, Dr. Yamaguchi will show a meta-method of managing and evaluating a project.

Longtime teacher and motivator, Joanne has presented courses and seminars throughout the US and Canada. Joanne was president of the Film Studies Association of Canada early in her career and has continued to enjoy marrying the concepts of the silver screen with business and philosophy. Joanne is currently teaching Business Ethics and Logical Thinking at Metro State College in Denver as well as doing PM contracting in technological areas.

Phone:

Email: www.rmpms.radmi.com

Guy Cabana

Danec Consultants, Inc., Quebec, Canada

Building Bridges. The Art of Successful Negotiations.

To have control over your life and live a successful career, the art of negotiations is a fundamental skill that must be mastered. For most of us, negotiation is the most acceptable way to build bridges that create long lasting relationships. However, negotiation may also be used for other purposes such as reaching a basic agreement, influencing decisions, and taking command of your professional life. The negotiating process opens up the potential for you to become more persuasive and have others more easily accept your vision, your projects, and your ideas.

A powerful negotiator is an excellent communicator. In reality, we all recognize that we may not get what we deserve in life, but we know for sure that we will get what we are able to negotiate. In this session you will learn to do the following:

- Identify your value as a communicator - Evaluate your potential as a negotiator - Clearly define the elements that lead to a conflictual situation - Establish an action plan in order to develop your complete potential - Compare your approach and techniques to negotiate according to various situations - Identify the psychological basis for a win-win situation - Recognize the main obstacles that prevent a successful negotiation - Work more efficiently with people in your organization - Take advantage of the resources in order to reach a specific goal and those of the organization.

Guy Cabana is a world-class speaker of international reputation who delivers captivating, entertaining, and heart warming messages. His mission is to help you build prosperity, enjoy long-lasting results, and help you build bridges that will lead you from your daily challenges to complete success. He has become a master in the art of communication and getting people to take instantaneous action. Through his teachings, he presents the latest skills and knowledge that are essential to all individuals who want to master the fields of negotiation, non-verbal communication and motivation. His presentations enhance the importance of each participants indefinite potential and strengthens their power to reach the impossible.

Guy is the author of the best selling books 10 Secrets of Effective Negotiation and Beware! Your Gestures Betray You, which have been translated into four languages. His latest book is Lifting Mountains, the Art of Doing the Impossible. A member of the Canadian Association of Professional Speakers (CAPS) and the National Speakers Bureau (NSA) of the United States and the International Federation of Professional Speakers (IFFPS), Guy has delivered over 1000 highly rated and acclaimed speeches to more than 250,000 people.

Phone:

Email: danec@videotron.ca

Gwynne N. Dawdy, Ph.D

Peak Strategies, Woodland Park, CO

Effective Meeting Management

I’m sure we’ve all been there… meetings that don’t seem to end, missed messages, team members who are late… How do we handle our meetings to make the most of our time, to get our message heard accurately, and to make it an enjoyable experience for all? This program will discuss these issues, as well as meeting pet peeves (and the best way to manage them), disengaged team members, purpose of a meeting, and the most important things to include in a meeting.

Gwynne has a Ph.D. in Industrial/Organizational psychology, an MS specialized in sport psychology, and an MA specialized in counseling. She is an organizational psychologist, organizational trainer and professional coach who specializes in enhancing performance, relations, and successes with project managers, human resource personnel, team leaders, and professional individuals.

Dr. Dawdy is a published author. Her four published book titles include The Social Compass: Time Tested Methods to Communicate Better, Understand Others & Keep Your Project & Team at the Top, Motivation & Inspiration: What Works, What Doesn’t and Why, Pet Peeves & Problem People and Gimme Chocolate! (I’ve Had a Bad Day). Her books and programs, The Social Compass and Pet Peeves & Problem People evolved after surveying project managers across the U.S. and Canada. Their questions and challenges seemed to deal with people, and how to address people to minimize issues.

Peak Strategies and Dr. Dawdy offer a variety of training and services for PMs and professional development. She also offers executive and personal coaching as a means to follow up with these experiences and results-driven programs.

Phone: 719.687.9142

Email: gdawdy@peakstrategies.net

Jake Calabrese, CBAP, PMP

VimStreet LLC., Denver, CO

Overcoming Requirements Elicitation Challenges

Requirements are a critical part of any project. The PMBOK 4.0 briefly discusses gathering requirements and that sounds simple enough, but how often do you simply walk over and “pick up” requirements from under a tree, put them in a bushel, and bake a pie? Gathering requirements is not eliciting requirements. Requirements elicitation challenges are widespread and whether you are dealing with requirements directly or leading a team that is eliciting them, knowing how to recognize and overcome challenges is critical.

The session will explore a variety of common issues including: users who cannot or will not articulate what they need, requirements sessions that go nowhere (or both), lack of understanding about the time required to elicit and analyze requirements, gold-platers, and fake SMEs. Solutions to these issues can be complex, but in many cases they can be overcome by utilizing a variety of techniques. The session will look at real-world examples and approaches that worked well to address requirements risks. A critical aspect to overcoming elicitation challenges is proactively addressing requirements risks, including general risks and risks specific to the project, team, or organization.

The presentation objectives include: 1) Understanding how proactive requirements risk responses can have a dramatic (positive) affect on projects. 2) Gain a basic understanding of IIBA’s Business Analysis Body of Knowledge (BABOK®) and how it addresses requirements. 3) Understand options for dealing with some of the most challenging requirements elicitation issues.

Jake Calabrese is a technology project leader, enterprise business analyst, trainer, speaker, and Principal Consultant at VimStreet. His experience includes leading projects and teams on a range of successful endeavors such as business process improvements, enterprise system replacements, mergers and acquisitions, Internet software initiatives, and team development.

Jake has a BS in MIS from Penn State, is a Certified Business Analysis Professional (CBAP®) recipient, and a Project Management Professional (PMP®).

Jake founded VimStreet in 2004 to help companies slice through the typical confusion surrounding process improvement and technology projects. He focuses on straightforward communications and customer involvement is at the forefront of all engagements. His approach to improving organizations is guided by business analysis, project management, lean software, and reality based agile practices. Specifically, Jake and VimStreet assist clients with streamlining business processes, leading organizations through challenging technology projects, and enabling individuals and teams to succeed through coaching and training.

Phone: 303.746.7679

Email: jake.calabrese@vimstreet.com

Jeff Nielsen, PgMP, PMP, MSCIS

RMC Project Management, Minnetonka, MN

Are you a Great Project Manager

How do you rate yourself as a project manager? Do you believe your knowledge and skills will stack up with the best project managers around the globe? This session will allow you the opportunity to see how you compare to a GREAT project manager, and will provide you with an action plan for improving your project management effectiveness.

Jeff has over 20 years of project management experience working on over $187 million worth of IS, IT, new facility development, and airline industry projects. Additionally, he has seven years of program management experience working on large US Air Force strategic programs for transitioning airlines operations to a new 100+ gate terminal. Jeff is an experienced keynote speaker and presenter of engaging and energizing presentations to PMI congresses, local chapters and their professional development days, and other organizations. He also has worked on updating and creating PMI global standards for eight years. A PMP since 1997 and a program management professional since January 2009, Jeff has worked with local PMI chapters, communities of interest, special interest groups and global committees. He is not just a project management educational expert; he has the real-world experience to tailor his courses to his students' needs. Jeff's extensive experience in teaching professionals includes RMC Project Management and National American University. He holds a Bachelors degree in Mathematics from the College of St. Thomas and a Masters degree in Computer Information Systems from Boston University.

Phone:

Email:

Jordan Braunstein, PMP, CSM

Visual Integrator Consulting, Denver, CO

How to Get Started on an SOA Journey and Achieve Rapid Results

Service Oriented Architecture (SOA) is complex, lengthy, and riddled with challenges. Many organizations have had frustrating experiences in the path they chose and some have even given up on their SOA initiatives. This session will present a refreshing and effective approach to achieving rapid and incremental results in SOA, all the while educating participants on how to keep their projects aligned with the “big-picture” SOA Roadmap. Approaches include how to leverage an Agile methodology with SOA, when to use top-down vs. bottom-up vs. middle-out, and how to ensure business success through the use of SOA pilots. The session will also cover fundamental principles of Service Oriented Architecture by explaining definitions, concepts, and practices. This will help participants gain a common understanding of what SOA is, what constitutes SOA, and why it is so important to businesses.

Jordan Braunstein serves as the Business Integration & Architecture Partner at Rolta TUSC and is responsible for managing the TUSC SOA Center of Excellence. This includes delivering tangible results and support to customers through consulting, education, and overall partnership support, to ensure our clients achieve positive returns throughout their SOA Journey. Prior to joining, Jordan started and Managed BearingPoint’s Public Services SOA practice, focusing on deriving value and hard-line results for defense and civilian government agencies, state and local governments, and higher education institutions. He also managed a consulting practice at webMethods/Active Software where he was responsible for starting the Professional Services SOA practice helping lead SOA engagements such as: SOA Architecture, enterprise information sharing amongst systems, processes, and technologies; SOA Governance; B2B Hubs and exchanges, Trading Partner on-boarding and management; Canonical model development; internal system synchronization, and interoperability of commercial enterprise systems that include: SAP, Oracle, PeopleSoft, JD Edwards, Mainframe, Legacy systems, and custom applications. Jordan holds a Master of Science, Decision and Information Sciences and a Bachelor of Science in Accounting from the University of Florida.

Phone: 303.470.1576

Email: Jordan.Braunstein@visualintegrator.com

Web: oa-today.blogspot.com and www.visualintegrator.com

Kelly M. Russell

Pinnacol Assurance, Denver, CO

The 4 P's -- Ingredients for PMO Evolution (A Case Study)

How the 4Ps can be applied to creating, managing, and evolving a PMO: PART I: A PMO? No Way! Learn what happened after many requests to management to create a PMO to manage IT projects and how you may convince someone to go for it! PART II: Well, Maybe…During the initial stages, coaching was helpful in overcoming resistance and winning over IT leaders. Learn how this was accomplished and what you may need to make this happen! PART III: OK, Definitely! Managing people and growing the PMO – Loads of work and many obstacles to overcome. Learn how we handled it all and, surprisingly, what happened next! PART IV: Now What? Going into year three, we asked “How do we ensure our longevity, and what’s on the horizon for next year”? Learn what “value-added” means to us and what may be in store for our continued evolution! Actually, there are ‘5’ Ps…

Kelly Russell has been in the information technology field, working primarily in insurance services companies, for 24 years. Kelly began her IT career as a computer programmer, and evolved into a process and project manager for the last 14 years. She has been with Pinnacol Assurance for 8 years in the IT department, and over the past 4 years as the creator and leader of her company’s PMO. Kelly has a Bachelor’s of Music degree in piano performance, and is currently working on her Master of Project Management degree from Keller Graduate School of Management. She was chosen to speak at the 2008 PMI PMO Symposium and presented this topic at a breakout session.

Phone: 303.341.4668

Email: Kelly.russell@pinnacol.com

Kent Smiley, PMP, CBPC

PE Associates, Arvada, CO

Expanding Your Career into Homeland Security and Business Continuity

Emergencies and security incidents occur on a regular basis, affecting public and private organizations throughout Colorado. Whether you are a project manager in an organization or a consultant, Emergency Management and Homeland Security represent two areas of potential career growth. Emergency Management and Security projects are often run by people who are experts in the subject matter, but possess little experience with the processes and rigors of professional project management. This gap frequently results in projects that fail to deliver on the expectations of the sponsors, or short-term projects that evolve into full-time jobs that need additional head count. Project Managers can bridge this gap by applying their professional skills to manage Homeland Security, Emergency Management, Business Continuity and Disaster Recovery projects. Project management skills are applicable to projects in this domain, and subject matter expertise is not a barrier to entry. Regardless of the type of project being undertaken, laying a solid foundation is essential to making the program successful. This presentation will illustrate the components to building that foundation in an Emergency Management and Homeland Security environment; activities that drive the program; and how the program becomes institutionalized within the organization. Other topics covered include how to apply a project management structure around such these types of projects, the types of deliverables that will be expected, budget and time constraints that are unique to Emergency Management and Security, the pitfalls you may encounter, and the importance of driving agreement on realistic objectives in order to avoid having the project deteriorate into an all-encompassing, never- ending effort. Professional project managers will benefit by learning how to add value to emergency management colleagues. Consultants will benefit by learning about potential new sources of clients. Everyone will benefit by learning how to apply project management expertise to the growth areas of Emergency Management, Business Continuity, Disaster Recovery and Homeland Security.

Kent Smiley, PMP, is a leader in the Homeland Security and Emergency Management community in Colorado. He has been a Continuity Planning Director for the State of Colorado and City and County of Denver. He is the Chair of the Colorado Emergency Preparedness Partnership Business Planning Committee and is a certified Business Continuity Planning Professional from the Disaster Recovery Institute. Kent recently completed his professional certificate in Homeland Security at the University of Denver. Kent is committed to seeing business, government and families prepare for incidents in advance for resilience in the event of a disaster, no matter how big or small.

Phone: 303.489.9675

Email: ksmiley@peassociatesus.com

Korby L. Johnson, PMP

Colorado State Patrol, Lakewood, CO

Government Enterprise Project Management

Using enterprise project management principles in the government sector is challenging. Although the project/program manager may know and understand the PMBOK® Guide, the functional units normally do not embrace and often resist the best practices citing the process is “busy work”. This session will provide real-life challenges and lessons learned on “how to steer the ship with a pen as the rudder.” The primary case study that will be analyzed is the Colorado State Patrol, 2008 Democratic National Convention project management plan that earned a finalist position in the 2009 National Project of the Year. Topics will include: - Complexity of incorporating the Project Management Institute's (PMI) standards [business] into law enforcement [tactical] procedures; - Overcoming limited communications due to the level of security required to host a national security event; - Not being the lead agency and thus having to ascribe to another agency's rules of engagement; - Disparate IT systems; and - Command perspective with anecdotal commentary.

Korby L. Johnson, PMP is the staff authority for the Colorado State Patrol on project management and has worked with the Colorado State Patrol (CSP) for six years. Her current assignment is directing the strategic efforts of the CSP Project Management Office for the Executive Command Staff. Korby has worked for state, municipal, and federal government in addition to the private sector. Korby holds a Bachelor of Business degree, graduating with honors from the University of Denver, as well as being a certified Project Management Professional (PMP). Korby was recruited to assist Lieutenant Colonel Scott G. Hernandez during the project’s planning and closing efforts for the 2008 Democratic National Convention by blending the business requirements of the project, the grant requirements for reimbursement, and the overlay of law enforcement principles into a robust project plan that can be used in law enforcement when planning for large-scale events.

Phone: 303.239.4420

Email: korby.johnson@cdps.state.co.us

Lisa MacKenzie, PMP

PDU Pro Training and Development, Littleton, CO

Using Cultural Differences as a Point of Inquiry to Improve Project Communication

Culture is the primary container of our core values, beliefs, assumptions, and habits. The traditional notions of culture (racial group, ethnicity, religion, geographic region) are being redefined – culture is becoming more complex, and linked to individual experiences. New dimensions of culture may include profession, economic class, occupation, education level, union membership, age, job status, and gender. Cultural differences play an important role in: - How people think and reason - How people gather and process information - How people arrive at conclusions - How people make decisions - What people consider to be the most valid information Understanding how cultural differences impact communication and the decision making process is critical for project managers and those working in a team environment. Communication can only be effective when everyone understands the same information at the end of the communication process. Failures in communication result in misinterpretation, confusion, wasted effort, frustration, disengagement, and missed opportunities for project teams. Come learn the skills to manage the role culture plays in communication and how to bring underlying differences to the surface so that the information presented, and the criteria used to make decisions, is transparent to everyone involved.

Lisa MacKenzie is an 18 year IT/project management veteran with a majority of experience working with public sector organizations. From 1995 to 2006 she worked with the Colorado District Attorneys’ Council, a statewide criminal justice agency, managing the IT staff and all projects. During her tenure at CDAC over 90% of the projects were delivered successfully. She credits this level of success to giving her team the tools they needed to be their best and give their best to the work at hand; and to believing that people who feel valued, engaged, and empowered are able to solve problems, communicate, innovate, and when it counts – get things done. Lisa is also an accomplished mediator having volunteered in community mediation programs since 2005. Her experience includes successful mediations involving victims and offenders; parents and teens; as well as neighbors and community members in dispute. She received a Bachelor of Science degree in Computer & Management Science from Metropolitan State College in 1991 and a Masters Certificate in Project Management (IT Concentration) from Villanova University in 2004. She received her PMP certification in 2005. Lisa is co-founder of PDU Pro, a professional development and training organization with courses that meld her experience in project management, communication, and dispute resolution.

Rick McCoy has over 21 years of experience in IT related to criminal justice, with over 15 years as the CIO. He has focused on agency-level strategic planning, designing, and implementing systems at the state level. Most notably, he worked with the heads of four other criminal justice agencies to integrate their legacy systems, creating a single means of accessing and moving data through the criminal justice system. The movement and integration of the data resulted in both resource savings and significant improvements to the data available to decision-makers throughout criminal justice and public safety. The deliverable, the Colorado Integrated Criminal Justice System (CICJIS) was the first of its kind and scope in the nation. Currently, Rick works with URL Integration, Inc. to manage the design, development, and implementation of CJIS projects in other states. His diverse background includes development, business analysis, project management, and strategic-level management. He has repeatedly assembled teams that have successfully implemented very complex information technology projects. Rick’s greatest strength lies in his ability to communicate effectively with all project stakeholders including developers, users, and those at the executive level. Based on his background and strengths he is also working to create a project management and professional development training organization.

Phone:

Email: training@pdupro.com

Rick McCoy

PDU Pro Training and Development, Littleton, CO

Using Cultural Differences as a Point of Inquiry to Improve Project Communication

Culture is the primary container of our core values, beliefs, assumptions, and habits. The traditional notions of culture (racial group, ethnicity, religion, geographic region) are being redefined – culture is becoming more complex, and linked to individual experiences. New dimensions of culture may include profession, economic class, occupation, education level, union membership, age, job status, and gender. Cultural differences play an important role in: - How people think and reason - How people gather and process information - How people arrive at conclusions - How people make decisions - What people consider to be the most valid information Understanding how cultural differences impact communication and the decision making process is critical for project managers and those working in a team environment. Communication can only be effective when everyone understands the same information at the end of the communication process. Failures in communication result in misinterpretation, confusion, wasted effort, frustration, disengagement, and missed opportunities for project teams. Come learn the skills to manage the role culture plays in communication and how to bring underlying differences to the surface so that the information presented, and the criteria used to make decisions, is transparent to everyone involved.

Lisa MacKenzie is an 18 year IT/project management veteran with a majority of experience working with public sector organizations. From 1995 to 2006 she worked with the Colorado District Attorneys’ Council, a statewide criminal justice agency, managing the IT staff and all projects. During her tenure at CDAC over 90% of the projects were delivered successfully. She credits this level of success to giving her team the tools they needed to be their best and give their best to the work at hand; and to believing that people who feel valued, engaged, and empowered are able to solve problems, communicate, innovate, and when it counts – get things done. Lisa is also an accomplished mediator having volunteered in community mediation programs since 2005. Her experience includes successful mediations involving victims and offenders; parents and teens; as well as neighbors and community members in dispute. She received a Bachelor of Science degree in Computer & Management Science from Metropolitan State College in 1991 and a Masters Certificate in Project Management (IT Concentration) from Villanova University in 2004. She received her PMP certification in 2005. Lisa is co-founder of PDU Pro, a professional development and training organization with courses that meld her experience in project management, communication, and dispute resolution.

Rick McCoy has over 21 years of experience in IT related to criminal justice, with over 15 years as the CIO. He has focused on agency-level strategic planning, designing, and implementing systems at the state level. Most notably, he worked with the heads of four other criminal justice agencies to integrate their legacy systems, creating a single means of accessing and moving data through the criminal justice system. The movement and integration of the data resulted in both resource savings and significant improvements to the data available to decision-makers throughout criminal justice and public safety. The deliverable, the Colorado Integrated Criminal Justice System (CICJIS) was the first of its kind and scope in the nation. Currently, Rick works with URL Integration, Inc. to manage the design, development, and implementation of CJIS projects in other states. His diverse background includes development, business analysis, project management, and strategic-level management. He has repeatedly assembled teams that have successfully implemented very complex information technology projects. Rick’s greatest strength lies in his ability to communicate effectively with all project stakeholders including developers, users, and those at the executive level. Based on his background and strengths he is also working to create a project management and professional development training organization.

Phone:

Email: training@pdupro.com

Susan McMillin, PMP, CISSP

Happiness does more than feel good. Happy people are better problem solvers, more creative, healthier, make better team members, and are more flexible in the face of change. Happy people attract other great performers like themselves and happy people are far more likely to come up with that breakthrough solution that benefits everyone- the one that opens up whole new markets and provides transformational solutions. The good news is that happiness can be learned and project managers already have a head start in being happy and helping others to do so. Follow my story from Death March project manager to happy project manager. Learn what science has to tell us about how to happily learn, lead and succeed in a changing environment.

Susan McMillin has been a project manager in high tech industries from aerospace to oil, environmental restoration to nuclear weapons manufacturing. The one common theme has always been managing projects to get things done in a changing environment. Susan thrives on change and a rapid learning curve. Susan has a Bachelor's in Chemical Engineering from the Colorado School of Mines and a Masters in Management Information Systems from University of Northern Colorado. In addition to being a PMP, she is also a Certified Information Systems Security Professional. Susan also founded Happy Life University, a website dedicated to spreading happiness principals.

Web: http://www.happylifeu.com

Lisa Meriweather, PMP

ShoreGroup, Aurora, CO

Identity Theft: Strategies for Obtaining, Regaining and Sustaining Control of Your Project

A unique and interactive workshop that allows PMs to quickly identify project thieves. The workshop will provide the PM with everyday skills for maintaining, sustaining and obtaining control over a project from Initiation to project closure once a thief has been identified. These strategies uniquely combine tools from Six Sigma, PMI and everyday work experience to create useful everyday techniques for project control. An experienced PM will leave the workshop with a toolbox of new techniques to enhance their mastery of project management while a new PM will leave the workshop with a better understanding of how to swiftly identify project trouble spots and ways to effectively manage them.

Lisa Meriweather started her project management career at Avaya in 1998, where she spent 9 years evolving from a Project Manager to a Six Sigma Black Belt Practitioner. From there, Lisa decided to branch out and broaden her experiences in the Telephony world by taking on the task of learning and managing Cisco Contact Center and IP Telephony based projects by joining a small company called Spanlink. While at Spanlink, Lisa took on the role of project manager/consultant to some of Denver’s largest companies, helping to deliver some of the industry’s most complex and innovative Cisco Contact Center solutions. In addition, she took on the role of practice lead for the Project Management organization within Spanlink. This allowed her to help develop programming, tools and process improvement opportunities for the national project management team within Spanlink. Opportunity came knocking once again and with it came a unique position to help build a Project Management Contact Center Practice from the ground up. This opportunity led her to ShoreGroup. Lisa has been with ShoreGroup since November 2008 and has helped to develop a project management methodology and project tools that will help to position ShoreGroup to become one of Cisco’s leading partners in the Contact Center arena. Lisa holds a Masters Certification in Project Management from University of Denver and has been a Project Management Professional (PMP) since 1999. She is also a Six Sigma Black Belt Practitioner.

Phone: 303.334.3306

Email: lmeriweather@shoregroup.com

Mark Brown, PMP

IHS Inc., Englewood, CO

An Environmental Management Information System (EMIS) Project - From Government Regulations to Reporting

The presentation will walk the audience through the main steps of a Green House Gas (GHG) Project. Starting with the Government Regulations, the presentation will describe the project steps which are necessary to develop a sustainable solution that meets the diverse reporting needs of Federal and State Governments. The project steps will be familiar to PMI project managers but the how environmental content comes together to meet government regulations will be the primary focus. The project steps include establishing an inventory, design, configuration, testing, rollout and ongoing support. The presentation will review the classes of polluting sources (equipment, electricity usage, leaks, road dust, etc.), how the corresponding GHG pollutants can be calculated and reported. Approaches for testing, acceptance criteria and rollout for an enterprise solution will be described. Also, change management will be discussed and how important keeping the inventory, design and software configuration synchronized is to ensure compliance.

Mark Brown supports the IHS Environment domain as Project/Program Manager. Mark is responsible for ensuring the delivery of IHS environmental solutions meet IHS customer expectations. With over 25 years in the IT industry, Mark has worked as a project manager, portfolio manager or account manager in the broadcasting, airline, retail and oil & gas industries in the USA and Australia. Prior to joining IHS, he managed a project team that successfully implemented EMIS software into an oil & gas company’s upstream and midstream business units which contains over 40,000 pieces of equipment. He is an expert in project management processes within the context of a Project Management Office. Mark has served on the PMI Mile Hi Chapter Board and is an active member of the Chapter.

Phone:

Email: mark.brown@ihs.com

Morag Barrett, MA, CFCIPD, CCUG

Skye Associates LLC, Broomfield, CO

Cultivating Winning Relationships

For most of us, the early part of our career is spent developing our technical expertise and that’s typically how our value is assessed. Yet research and experience has shown that, as you progress through your career, it is the quality of your relationships that has a greater impact on your success. There are numerous articles and stories of individuals who were technically competent and thus promoted. However, at a certain point, they self destruct their career and reputation because they could not work well with others. Relationships matter. The corporate world is likely the biggest team sport you will ever play. However, few of us are equipped with a mindset that values mutual success over individual success. We lack the framework, language and skills necessary to evaluate the quality of our relationships and to take deliberate action to address Adversarial Relationships and to cultivate Ally Relationships. As a result, especially in turbulent times, where emotions are raised, opinions may differ and the stakes are particularly high, those who have not spent the time to Cultivate Winning Relationships? may find results deteriorate at the very time when outstanding team performance is required.

For more than 17 years, Morag Barrett has successfully helped people achieve results they didn't think were possible. As a highly effective speaker, facilitator and coach, new managers and executives alike look to Morag for support because of her credibility, and powerful, yet approachable manner. Morag’s experience ranges from senior executive coaching to developing high potential individuals and teams across Europe, America and Asia. She has extensive experience working with key individuals at every corporate level.

Phone: 303.725.1728

Email: morag@skyeassociates.net

Steven Mood, BEng (Hons), FInstBE, PMP

Bombardier Learjet, Wichita, KS

Effective Integration Management Practices for Project Managers

Using an innovative Colorado based aircraft manufacturing start-up company, as a case study, we will show how effective integration management is the key to allowing the Flight Test and Ground Test departments to enhance intra-company collaboration and generate added value by capitalizing on existing resources. We will demonstrate how: - Internal and external barriers are overcome - Cultural and inter-cultural elements within the company are effectively managed, while observing the needs of all stakeholders involved - Complex cross-functional projects are managed in environments of extreme pressure on costs, schedule and scope Effective resource management across multiple functions creates a highly efficient projectized platform from which to successfully launch, execute and close high-profile projects. Basic and advanced tools for successful integration management in typical modern organizational environment will be demonstrated, and using the case study their application and ultimate effectiveness reviewed. The presentation will be directed at Project Managers with a PMP background, but will be accessible to all types of interested persons, including those seeking entry into the project management profession.

Steven Mood and Philip Horhager are both experienced project / program managers with over 30 years of combined project management experience. Together they teach Project Management courses at the Bombardier Flight Test Center, making them a well honed team of effective speakers. Steven Mood is currently working as Chief of Flight Test at the Bombardier Flight Test Center in Wichita, he is actively managing over fifteen concurrent aerospace projects as diverse as new commercial aircraft to full avionic mid-life updates. His experience includes both direct program management and consultancy services for military and civil aerospace projects. Steven served twelve years in the Royal Air Force and holds a Bachelor of Engineering Degree (Honors) from Nottingham University and is a Fellow of the Institute of British Engineers.

Philip Horhager works as a project manager on the Learjet85 program at Bombardier Aerospace/Learjet. His experience includes both functional and projectized leadership positions on a wide variety of new product development and product sustaining programs. Next to his PMP credential, Philip holds a masters degree in aerospace engineering from one of the leading German Universities, as well as an MBA from the Paris-based business school CDI.

Phone: Mr. Horhager:720.940.9870 Mr. Mood: 303.722.0945

Email: philip.horhager@mhpmp.com, steven.mood@mhpmp.com

Philip Horhager, MS, MBA, PMP

Bombardier Learjet, Wichita, KS

Effective Integration Management Practices for Project Managers

Using an innovative Colorado based aircraft manufacturing start-up company, as a case study, we will show how effective integration management is the key to allowing the Flight Test and Ground Test departments to enhance intra-company collaboration and generate added value by capitalizing on existing resources. We will demonstrate how: - Internal and external barriers are overcome - Cultural and inter-cultural elements within the company are effectively managed, while observing the needs of all stakeholders involved - Complex cross-functional projects are managed in environments of extreme pressure on costs, schedule and scope Effective resource management across multiple functions creates a highly efficient projectized platform from which to successfully launch, execute and close high-profile projects. Basic and advanced tools for successful integration management in typical modern organizational environment will be demonstrated, and using the case study their application and ultimate effectiveness reviewed. The presentation will be directed at Project Managers with a PMP background, but will be accessible to all types of interested persons, including those seeking entry into the project management profession.

Steven Mood and Philip Horhager are both experienced project / program managers with over 30 years of combined project management experience. Together they teach Project Management courses at the Bombardier Flight Test Center, making them a well honed team of effective speakers. Steven Mood is currently working as Chief of Flight Test at the Bombardier Flight Test Center in Wichita, he is actively managing over fifteen concurrent aerospace projects as diverse as new commercial aircraft to full avionic mid-life updates. His experience includes both direct program management and consultancy services for military and civil aerospace projects. Steven served twelve years in the Royal Air Force and holds a Bachelor of Engineering Degree (Honors) from Nottingham University and is a Fellow of the Institute of British Engineers.

Philip Horhager works as a project manager on the Learjet85 program at Bombardier Aerospace/Learjet. His experience includes both functional and projectized leadership positions on a wide variety of new product development and product sustaining programs. Next to his PMP credential, Philip holds a masters degree in aerospace engineering from one of the leading German Universities, as well as an MBA from the Paris-based business school CDI.

Phone: Mr. Horhager:720.940.9870 Mr. Mood: 303.722.0945

Email: philip.horhager@mhpmp.com, steven.mood@mhpmp.com

Richard L. Hewitt, Ph.D. Operations Research

High Impact Career Products, Denver, CO

How to Use Your Project Management Skills to Cut Your Job Search Time in Half

With unemployment rates at recent historic levels, job seekers are becoming more desperate and more random in their attempts to land jobs. In many cases, it’s this randomness that causes them to spin out of control – wasting time, money, and energy as they struggle to become reemployed. Dr. Hewitt will share practical tools and ideas attendees can immediately apply to put their job search back on track. Everything he’ll share is designed to put the job seeker in control. The net result is that job seekers build momentum, achieve daily progress, and experience an increase in confidence and energy levels which makes them better spouses, parents, neighbors, friends, and employees. People applying Dr. Hewitt’s techniques have landed great jobs in as little as 2 weeks. Many of his techniques are based on proven project management principals. And every one of them can be used to generate raises and promotions once the job seeker lands the job they’re looking for. Attendees will learn: - How to create an unfair competitive advantage - The 4 conditions every job seeker has to meet to land a job - Why project management is the perfect skill set for landing a job in ANY economy - The most important question you can ask yourself if you need to land a job fast - How to get more interviews than you have time to attend - How to beat out more qualified candidates - Why coming in second actually wins you the job

Dr. Hewitt has helped over 1,000 people land jobs and generate raises and promotions. Professionally, he’s worked in a variety of industries including oil and gas, information technologies, public safety, environmental protection, and telecommunications. Despite corporate success ($500 million in revenue generation and nearly $70 million in cost savings), academic success (3 graduate degrees in 4 years), and jobs in HR and Recruiting, Dr. Hewitt struggled with his own unemployment issues. It wasn’t until he applied his academic training and project management skills that he discovered why traditional methods failed. Armed with this insight, he set out to develop a system anyone could comfortably follow. A popular speaker and seminar leader, Dr. Hewitt has helped executives, managers, hourly workers, and recent college graduates land jobs and generate raises and promotions. His message is different, empowering, and filled with the kind of common sense this is unfortunately, all too uncommon. Attendees of previous events have all experienced 3 things. They’ve laughed, they’ve cried, and they’ve left energized and filled with the hope of new possibilities.

Phone: 720.933.7724

Email: hewitt17@msn.com

Shari Harley, MA

Candor Matters, Denver, CO

The 10 Things That Will Derail Your Career That No One Else Will Tell You

Most people damage their careers, daily. Every day they dig a little deeper hole for themselves and they never know it. Our managers, clients and colleagues provide us with feedback in clear ways: They promote us, or don’t. They want to work with us, or don’t. They come back and refer others, or they don’t. We often don’t know why our boss and clients make these choices and what would increase their satisfaction. Most human beings are uncomfortable giving direct feedback. Instead, they say nothing, voting with their feet. Accelerate your career and improve your reputation by finding out how you’re seen both in your business community and by your direct supervisor and colleagues. Get more feedback enabling you to take control of what you put in front of others and the impressions you create. And as a result, build long lasting business relationships that outlast economic downturns, aggressive competitors, miscommunication and conflict. Program Outcomes: - Learn the unwritten rules of business and navigate the politics in any office environment. - Learn how to get promoted in a tough economy. - Learn what other people are saying about you so you can manage your reputation. - Learn to read the signs of how your career is going. - Ask for what you want at work, and get it.

Shari Harley runs Candor Matters, a Denver-based training and consulting business helping people manage their reputations and accelerate their careers. Shari takes the mystery out of working with others. One of Shari’s favorite customer testimonials: “I learned more from Shari in an hour than I have in my whole career.” Amy Burger, Adams County Workforce Shari is the author of the book Where Did My Customers Go? Manage Reputations and Build Relationships That Last a Lifetime. She serves as an adjunct faculty member at the University of Denver. Some of her clients include IBM, Oppenheimer Funds, Experian, The American Institute of Architects, The Colorado Human Resource Association and many others. Shari’s style is funny, direct and engaging. You’ll walk away with tools and techniques to transform any relationship. Learn more about Shari and see her in action at: http://www.shariharley.com

Phone: 303.863.0948

Email: shari@shariharley.com

Tom Morris, MA, PMP

Square D by Schneider Electric, Denver, CO

Eating Your Cake and Having It Too…Managing Constraints While Upgrading an Electric Distribution System at the Denver Mint

There is an old proverb that states, “You can’t eat your cake and have it too”. This ancient axiom about mutually exclusive options is particularly applicable in the realm of project management, and is best expressed in the Theory of Constraints. This presentation will illustrate this principle at work in a construction project setting, at the US Mint at Denver. As its value proposition, Square D – a manufacturer of electrical distribution equipment – provided engineering, installation, and project management support to plan and execute an extensive upgrade of the Denver Mint facility’s electrical distribution system. Project deliverables consisted of a comprehensive engineering analysis of the existing distribution system; new electrical equipment configured to provide an efficient, modern, and reliable power system; followed by training for the customer’s facility personnel. The project faced significant execution challenges due to the unique project environment. In addition to the traditional triple constraint– scope, schedule and cost – the project team was required to identify and negotiate other constraints, to meet the expectations of the various stakeholders within the customer organization. This presentation will discuss the best practice of using the Triple Constraint in making project planning and execution decisions. Identification of other constraints in this project, and examples of constraint negotiation will also be shared with attendees.

Tom Morris got his start in the electrical industry 23 years ago, as a summer laborer working for a small residential contractor. Since then, Tom’s experiences have included both large and small projects in electrical design, construction, sales and manufacturing environments. For the past three years Tom has been leading customer facing projects for Square D by Schneider Electric, currently as part of a national team specifically focused on large projects in the healthcare market. Tom received a Master of Science Degree from Regis University in Project Leadership and Management graduating in 2006, and received PMP certification in January, 2007. With formal project management training coupled with real-world experience in the electrical industry, Tom brings a well rounded perspective to stakeholder relationships. Tom has also worked within Square D/Schneider Electric as a team leader to evaluate and recommend training curriculum for project management personnel in the Square D Sales Organization.

Phone:

Email: thomas.morris@us.schneider-electric.com

Kelly Stangel

Tools for Professional Success

Kelly Stangel of the Denver Business Journal (DBJ) seminar teaches an easy-to-use formula for understanding the newspaper, website and special resources in a focused and efficient manner. She emphasizes the importance of a return on investment by fully utilizing the resources your subscription provides. You will learn how to circumvent gatekeepers, effectively get to the decision maker, identify career opportunities with growing companies, recognize industry trends, and to stand out as the informed, business-savvy expert that you are. You will also learn about invaluable networking information as well as 1,000+ weekly contact leads. Kelly will also teach skills to utilize of the Newsmakers section, Book of Lists, Power Book, The Giving Guide, Index, Leads section and "BizMix." You will be "in the know" of where business leaders are landing and what that means for you. Lastly, she will teach more effective networking skills to will build your sphere of influence.

Kelly guarantees a growth of your client list by two or three new contacts a month and a decrease in the amount of time you are in transition. Are you ready to feel more confident? Are you ready to market yourself or your business?