 |
Speaker:
Eoin Callan, PMP |
Topic: Get Empowered without Getting
Overpowered
Introduction
Communications between humans have always been important in achieving
project success. Throughout history, improvements in technology have brought
forth changes in communication methods and channels, changes that have
impacted society and project management on many levels. Technological change
comes faster and faster today, resulting in a whirlwind of new communication
devices and mechanisms with which project management practitioners must
contend. In today's world, project management may be synonymous with communication
management.
Bio:
Eoin J.P. Callan, MBA, PMP, has witnessed firsthand the practical application
of disciplined project management for well over a decade on thousands of
projects. Mr. Callan has extensive international business experience as
well, having lived and worked in over a dozen countries.
His business experience includes industrial expertise with call centers
large and small, financial services firms, direct mail efforts, pharmaceutical
companies, software development, market research ventures, medical research,
journalism/public relations, and training. His clients have ranged from
one-person start-ups to Fortune 500 giants. He has performed schedule and
contract administration on multiple projects and has managed global project
teams, some as large as several dozen people with multimillion-dollar budgets.
Other specific accomplishments include leadership of the first successful
effort in the United States to fully automate e-mail communications with
a legacy system, implementation of contract review processes worth millions
in savings, training of over a thousand people in several different subjects
(including project management, software usage, foreign languages, and SAT
preparation) and winner of multiple customer service awards from multiple
employers.
Mr. Callan holds a B.A. in international relations and a B.A. in journalism
from Lehigh University and an M.B.A. with an international management focus
from the Monterey Institute of International Studies. He is also certified
as a Project Management Professional (PMP) by the Project Management Institute.
 |
Speaker:
Bruce Chadbourne |
Topic: Risk Management Training Wheels
Introduction
Do not rely on PMBOK alone for everything you need to know to practice
effective risk management. One of the simplest steps you can take is to
set up a data base to maintain your project risk information. Here is some
practical, tested, and economical advice.
The failure of project organizations to establish a meaningful risk
management mindset has been a recurring theme of the Risk Management papers
from recent symposia. Yet frequently the experts fail to mention the central
importance of a simple risk data base. Such a "tool" serves to collect
and maintain information that preserves the collective memory on the details
of each risk facing the project and the project office. Why navigate the
Project Management Rapids in a risk management canoe if you intend to leave
the paddle ashore?
Bio:
Bruce C. Chadbourne, PMP is a 25-year veteran of Engineering Project
Management, spanning service in Nuclear Engineering as a U.S. Navy line
officer, followed by systems and software engineering projects with GE
Aerospace and Lockheed Martin. For the last five years Bruce has been responsible
for developing proejct office and risk management discipline in his company.
His paper "To the Heart of Risk Management" was published in PMI '99. He
now serves on the Risk SIG as Director of Region I "Eastern Americas" and
is an instructor of Project Management Certificate programs for Boston
University Corporate Education Center.
 |
Speaker:
Linda W. Colin
AT&T PM |
Topic: Effective Management of Project
Issues
Introduction
Many of today's projects are complex and span organizational lines.
They are often so complex, issues prohibit the Project Manager's ability
to plan and manage the project's work breakdown schedule. With key personnel
and organizations geographically disbursed, how can the Project Manager
effectively manage issues to keep the project on track?
This presentation is focused on an Effective Issue Management Methodology
that enables the Project Manager to work with project teams to identify,
manage, and resolve issues that arise throughout the project life cycle.
The methodology combines Process and Technology - enabling the entire project
team to effectively communicate and mange project issues.
Bio:
Linda Colin is a Project Manager at AT&T. Her 12+ years of Project
Management experience spans projects across several functional areas within
AT&T, including Provisioning, Customer Care and Billing. In 1994, she
was credited with co-leading the definition of a Project Management Methodology
for a software development organization supporting billing for AT&T's
high-end customers. Bell Labs assessed the Project Management Methodology
as leading edge and later achieved the Software Engineering Institute's
(SEI) Capability Maturity Model certification of level 2.
She has a MBA degree from Strayer University, in Washington D.C., where
she completed her thesis work on Project Management Planning and Scheduling
Techniques. She received her Master's Certificate in Project Management
from the Keller Graduate School of Management.
 |
Speaker:
J. Davidson Frame
Professor and Dean of Academic Affairs at the University
of Management and Technology |
Topic: Breaking Murphy's Law: Surviving the Odyssey
Introduction
Project management is undergoing a rapid transformation. Not long ago,
project managers were mere implementers of solutions handed to them. Today,
they must function as business people and look beyond the technical aspects
of the job. Organizations themselves are conducting their affairs primarily
through projects, so they too must re-think how best to carry out their
work to accommodate the new emphasis on managing by projects.
Dr. J. Davidson Frame's presentation takes a look at what it takes for
individuals, teams, and organizations to successfully navigate today's
project management odyssey. His comments are based on his experiences with
leading project-based organizations in the US and abroad, including AT&T,
Morgan Stanley Dean Witter, Sprint, SITA, ABB, Roche Diagnostics, and Nokia.
The presentation focuses on key issues facing individuals and organizations
today, including:
-
The evolution of project management roles: From mere implementers to business
decision-makers
-
The quest for competency: Assessing competency at the individual, team,
and organizational level
-
Project support offices: The new stovepipe?
-
Today's project management toolbox: What's hot, what's not
Bio:
David Frame is Academic Dean at the University of Management and Technology.
He is a widely published author and has written a number of business best
sellers in project management, including Managing Projects in Organizations,
The New Project Management and The Project Office. His most recent work,
Project Management Competence, examines how the new challenges presented
by project management demand a re-thinking of the competencies needed by
effective project workers, teams and organizations.
David was PMI's Director of Certification from 1990 through 1996. He
was PMI's Director of Educational Services in 1997 and 1998. He currently
sits on PMI's 14-person Board of Directors.
David was Professor of Management Science at George Washington University
from 1979 until 1998, where he was department chair and established GW's
project management program. He has worked with leading project-based organizations
for twenty years, including AT&T, Lucent, NCR, Morgan Stanley Dean
Witter, Westinghouse, EDS, Sprint, Marriott, Fannie Mae and the Department
of Defense.
 |
Speaker:
Jim Huntington PMP
AT&T Global Network Project Management |
Topic: Gain Ten Free Hours a Week
Introduction
Like California real estate prices in the 1980's, the trend of project
managers' workloads is going only one way - up and up. Project managers
have never had so many choices in what to do, what to learn, what to improve.
How can we keep up? By managing our time and work better, we can get ten
free hours a week.
Bio:
Jim Huntington is a Program and Project Manager for AT&T Global
Network in Lake Mary, Florida. He has a Master of Business Administration
in Technology Management degree from the University of Phoenix, achieved
PMP certification in 1998, is President of the PMI Central Florida Chapter,
and is a past president of the Maitland (Fla.) Toastmasters Club. He has
worked in AT&T management since 1988, and in past years has successfully
managed a variety of projects involving AT&T's internal network. While
for ten years working 20 to 30 hours per week running a mail-order business
in addition to full-time work obligations, he found life much better when
he learned and developed a variety of effective time and work management
techniques.
 |
Speaker:
Jerry Hill for Larry |
 |
Speaker:
Larry Lambertsen |
Topic: Developing a Project Office
Introduction
Organizations, in response to rapidly changing markets and with greater
pressures on limited resources, are developing new products and improving
services with cross-functional teams in a matrix organizational environment.
These organizations recognize the importance of nurturing and developing
project management skills, knowledge and competency for individual project
team members. As individual project management competency matures, organizations
are now evaluating organizational infrastructure that supports the project
teams.
One support mechanism that organizations are embracing is the concept
of a project management office (PMO), a centralized, consolidated bank
of knowledge. The PMO creates an organizational oversight capability to
ensure project management is consistently used and continuously improved
throughout the organization.
ESI's ProjectOFFICE™ model recognizes that different organizations need
different levels of PMO oversight and support - due either to the extent
and nature of project work or to the familiarity with project management
practices in the organization. This model allows an organization to select
an appropriate approach to create a PMO that satisfies its needs for project
management oversight, control, and project support.
The presentation will provide background and guidance on establishing
a PMO capability tailored to an organization's needs. The discussion will
be presented in three sections:
-
Underlying Concepts will introduce the competency continuum, describe the
PMO's purpose, identify key factors for success, summarize the primary
administration and functional support activities a PMO performs, for both
the projects and the organization it represents.
-
Three Stages of the PMO presents a model for how to establish a PMO in
progressively comprehensive stages.
-
Guidelines for Establishing a PMO provide general guidance for establishing
the PMO structure and environment.
Bio:
Mr. Lambertsen is a Manager, Technical Solutions with ESI International,
Inc. He is responsible for developing and implementing ESI consulting products
and services. He has developed project and process methodologies, including
ProjectFOCUS™ a PM knowledge management system. He is also the product
manager for ProjectOFFICE™, a project management office model. Mr. Lambertsen
has almost 20 years of project management, consulting and strategic planning
experience.
 |
Speaker:
Ginger Levin
Consultant |
Topic: Metrics for PM Improvement
Introduction
Organizations are under pressure to improve performance in order to
continue to be successful in the global marketplace. Effectively chosen
and delivered projects mean competitive advantage and sustained growth.
In project management, metrics can help provide better control of schedule
and costs, reduce risks, improve quality, and ensure that business objectives
are met. What gets measured, gets done, has long been the "battle cry"
of project management professionals.
Although measurement continues to demand increasing attention, metrics
initiatives in many organizations continue to exhibit a high failure rate.
Metrics are collected, in many cases, because they are available rather
than determining why the information is needed. Additionally, often, the
value to organizations of a metrics program is not recognized. Some organizations
further use metrics incorrectly. For many measurement initiatives, the
needs or concerns of the project management professionals who must do the
measurement are not considered. The benefits of participating in a measurement
program often are not communicated. But, without the right information,
you're just another person with an opinion. How many times have you been
asked, how do you know you are right? What is the basis for your statement?
Bio:
Ginger Levin, D.P.A., is a senior consultant in project management
with more than 25 years of experience. Her specialty areas include project
management maturity assessments, development of training programs in project
management, program evaluation and auditing, and organization development.
Dr. Levin received her doctorate in public administration and information
systems technology from The George Washington University, where she received
the outstanding dissertation award for her research on large organizations.
 |
Speaker:
Michael Mah
Managing Partner, QSM Associates, Inc. |
Topic: Managing the Three-headed Dragon: Risk, Defects
& Deadlines
Introduction
Commercial pressures of today's economy result in imposed deadlines
being the norm for technology projects. Yet, the nature of software projects
demand that teams deal with the constant dynamics of change.
This creates extreme degrees of project risk, and perpetuates the so
called "software crisis", whereby a large percentage of projects are canceled,
delivered late, or with cost overruns and poor quality. However, knowing
the nature of these dynamics empowers managers to make decisions on promised
functionality, thereby controlling the very factors that degrade software
quality and reliability.
This presentation will address why software projects are different than
other classes of work. We will discuss benchmarking against "the competition"
to fully understand how an organization stacks up, in multiple dimensions
of speed, cost, staffing, and reliability. We will address laws of "cause
and effect", so that managers can control their own destiny, using proven
and reliable techniques for a software project office.
Bio:
Michael is a senior consultant with the Cutter Consortium in Arlington
Massachusetts, and an owner/partner at QSM Associates Inc., a consulting
firm based in Pittsfield Massachusetts.
He is a featured industry conference speaker on process management,
organizational dynamics, and productivity benchmarking, and has written
numerous articles for technology publications in the last 10 years. Michael
is also the editor of a respected industry periodical, Cutter IT Metrics
Strategies. His clients have included companies such as Salomon Inc., JP
Morgan, Chase, Merrill Lynch, Intel, Rockwell Avionics, Digital Equipment
Japan, Sprint, BellSouth, and others.
Michael's particular interest is in people dynamics, whether in family
life on topics such as family systems theory and chemical dependency, or
in organizational life and the complex interactions between groups, departments,
and divisions working on the technology revolution at "Internet Speed".
He is also focused on practical applications of the theory and practice
of negotiation, dispute resolution and mediation in these settings, including
the use of role playing, gestalt techniques, and simulation adapted from
couple/family therapies and interventions to increase corporate and personal
effectiveness.
Michael's degree is in electrical engineering from Tufts University,
Medford, MA, with his training on dispute resolution, mediation, and participatory
processes through the Program on Negotiation at Harvard Law School and
the Radcliffe Institute for Advanced Study.
Michael can be reached at QSM Associates, Inc., ClockTower Business
Park, 75 So. Church St., Pittsfield MA 01201. Web Site: www.qsma.com. Or
via Cutter Information, 37 Broadway, Arlington MA 01201: www.cutter.com/consortium.
Email: michaelm@qsma.com. Tel (413) 499-0988.
 |
Speaker:
Paula Martin
CEO of MartinTate |
Topic: Be a Sadistic Facilitator
Introduction
A lot has been written about how moving from a directive style of managing
projects to a participative one will produce greater team ownership and
accountability in projects and that this ownership will result in projects
that are completed faster, with less rework and with more fun. Obviously
we don't want any part of this new approach. It's much better to keep team
members in the dark, passing on bits and pieces of information as they
are absolutely required in order to produce the minimum results required.
If you're interested in continuing to manage projects that are filled
with chaos, unmotivated team members, and lengthy timelines, then you must
learn the art of sadistic facilitation. This will guarantee minimal participation
from team members and maximum control by the project manager.
Bio:
Paula Martin is the CEO of MartinTate, a management training and consulting
company. Paula is the author of several books: Project Management Memory
Jogger™. , Leading Project Management into the 21st Century, Project Sabotage,
and The Buck Stops Here: Accountability and the Empowered Manager. Paula
is a columnist for PM Network and is a frequent presenter at project management
conferences around the world.
Paula Martin consults with senior and middle level management on organizational
structure, matrix management, project steering, management accountability
and other key leadership issues. Prior to becoming a consultant she was
the director of American Cyanamid's new product development efforts in
the U.S., steering hundreds of projects and project teams.
 |
Speaker:
Rita Mulcahy PMP
Consultant RMC-PROJECT MANAGEMENT |
Topic: Successful PMs
Introduction
Every project manager wants to be successful, yet the definition of
"successful" has may answers. Based on my 15 years and $2.5 billion US
of hands-on project experience, research, and years spent training and
mentoring over 4,000 project managers, this is my answer. Presented to
standing room only crowds and a coveted Encore Presentation at PMI's annual
conference, this presentation is guaranteed to make you think. Come join
this humorous look at the reality of what it takes to be successful!
Bio:
Rita Mulcahy, PMP is an internationally recognized expert in project
management, risk management and the PMP exam. She is the author of the
books PMP Exam Prep, Hot Topics, and Project Management for the Business
Professional (co-author) and the CD-ROM PM FASTrack for helping people
get ready for the PMP Exam. Rita has been a monthly contributor to PMI's
PM Network and has spoken to standing room only crowds and presented encore
presentations at PMI's annual conference for an unheard of 3 years in a
row. Rita is the president of RMC Project Management and has over $2.5
billion of hands-on project experience. Come hear a presentation that has
drawn record attendance across the country!
 |
Speaker:
Paul Royer |
Topic: How Healthy is your Program?
Introduction
As enterprises become project oriented, programs of inter-related projects
are becoming more common. Just as with projects, programs can get into
trouble. This presentation offers a fast, non-quantitative yet objective
technique for examining program health and potential risks in the areas
of organization, planning, financial resources, direction, coordination,
communication, staffing resources, control, risk assessment, and seeking
remedies.
Bio:
Paul Royer is a Senior Project Manager in the Strategy & Enterprise
Integration and Business Intelligence/Data Warehouse practices of Ciber,
Inc in Seattle, Washington. His industry background includes state and
county governments and extensive experience in a large health maintenance
organization. For the past five years, he has concentrated on the risk
aspects of project management; Management Concepts, Inc. in the third quarter
of 2001 will publish his book, Proactive Risk Management. He has a BA in
Computer Science from UC Berkeley where he has also taught data modeling,
relational database design, and structured analysis.
 |
Speaker:
Lou Russell |
Topic: Treat the Whole Patient - Systemic Project Management
Improvement
Introduction
To meet the challenges clients and customers bring today, companies
must achieve an optimal contribution from each staff member. The turbulence
of both the technologies and the marketplace results in the continual appearance
of new challenges and opportunities. Companies need work groups that embrace
learning, adaptation and collaboration as a normal mode of operation. The
solution to improving project management capacity must be systemic and
holistic. A sample solution set is presented.
Bio:
Lou Russell has been the president of Russell Martin & Associates,
Indianapolis, a consulting and training company focusing on improving planning,
process and performance since 1987. She has served as a consultant to companies,
schools, churches and colleges helping each grow their organization's ability
to learn. Lou is the author of two books, The Accelerated Learning Fieldbook:
Making the Instructional Process Fast, Flexible and Fun, 1999; Project
Management for Trainers, 2000, and numerous publications including Computerworld,
Cutter Executive Reports, Auerbach, Training and Software Development.
Her national conference speaking experience includes: Training, Training
Directors Forum, International Society for Performance Instruction, International
Alliance for Learning, Support Services, Systems Development, Project Management
Institute, Project World, National Association of Simulation and Gaming,
GIGA World and American Society for Training and Development.
Lou's diverse career has been as a programmer, database administrator,
Help Desk implementer / manager and manager of technical training. She
also taught database and programming classes at Purdue University. She
is past-president of the Indianapolis SIM organization, was elected to
"Who's Who in Indiana Technology," 1995, and serves on the Indiana High
Tech Task Force. She is also a senior consultant with the Cutter Consortium.
She is the proud mom of three girls.
 |
Speaker:
Aita Salasoo
Senior Director Telcordia Tecnologies |
Topic: How to Manage Projects "In the
Boonies”
Introduction
Most project managers have a comfort zone based on their experience,
specifically associated with the economic, geographic and cultural contexts,
industries, and companies in which they have worked. When projects introduce
new contextual elements, using the project management core knowledge and
your experience (with an intentional focus on flexibility and awareness
of the unknown) can help a project manager succeed. Communication and planning
for change are the key success factors.
This presentation addresses the experiences of U.S.-trained project
managers who were asked to manage IT and telecommunications projects in
Australia, Latin America, and South Africa. The lessons learned relate
to local project management standards, appreciation for project management,
use of language, and appreciation of Maslow's hierarchy of needs. Understanding
customers' and partners' basic needs comes first, and to truly understand,
the contextual and language issues need to be addressed in earnest.
Examples and tips will be shared that will help managers of international
and global projects specifically, but will heighten the sensitivities of
all project managers to seeking, recognizing, and managing through the
unexpected settings and customer attributes of your projects.
* Boonies are an Australian abbreviation for Boondocks, a remote and
uninhabited area.
Bio:
Dr. Salasoo is currently Executive Director in the Rapid System Integration
Business Unit at Telcordia Technologies. In this capacity, she has business
development and project delivery responsibility for a number of major IT
systems integration and custom software development projects for customers
in the convergent communications marketplace. These include OSS/BSS solutions,
EAI-based solutions, and IT solutions for Integrated Communications Providers.
Since joining Telcordia (then Bellcore) in 1986, Dr. Salasoo has held a
variety of technical and management positions in the company. As a systems
engineer, she developed Telcordia's early graphical user interface engineering
tools. She led the integration of usability methods into the Telcordia
Software Development Life Cycle quality processes, and more recently has
championed Telcordia's systems integration methodology. She established
both the usability consulting practice, and has grown and managed the Rapid
Applications Deployment and Telcordia's Australian Regional Delivery organizations.
Since the early 1990's, Dr. Salasoo has served as product manager for several
Telcordia research-based applications, and managed a number of different
businesses that have spanned the business lifecycle from new start ups
in leading-edge technologies, to mature, stable businesses.
Dr. Salasoo received B.A. (Hons) degrees in Psychology and Italian from
Sydney University in Australia, and she holds the Ph.D. degree in Cognitive
Psychology from Indiana University. Dr. Salasoo earned her PMP in 1998.
Prior to joining Telcordia, Dr. Salasoo was on the faculty of Binghamton
University.
 |
Speaker:
Kelly Slone PMP |
Topic: Staying Afloat - Noah's Top Ten
PM Strategies
Introduction
Today's modern business world is a complex one; it's a fluid, ever-changing
environment where technology changes can be dated within a calendar year
and where clients are becoming savvier across all industries. Driven by
time to market and the "better, faster, cheaper" syndrome, modern project
management warriors arm themselves with slick software scheduling tools
and mobile phones in attempt to bring some sense of order and control to
otherwise chaotic projects. They fight the good fight in a virtual battlefield
of teleconferences and e-mails striving to see their crusade through to
success.
In many ways, the advancement of technology has allowed each of us as
project managers to become more knowledgeable about our project's status
as well as become more responsive to issues and changes that naturally
show during a project's execution. The benefits are undeniable.
But, has it made us more successful project managers? Too often, project
managers plant themselves in front of computer monitors building project
schedules, tracking actuals, and wading through piles of e-mail when time
could be better spent elsewhere. It has become easy to forget that the
time we spend away from our computer may serve us better in the end.
Why is this the case? Because through projects themselves are unique
they each depend on one common element - the involvement of people. The
most successful project managers understand that a balance must be found
between the technical tasks that they must be responsible for and the leadership
they must provide for the project stakeholders. Much of a project manager's
achievements are dictated by how well he is able to integrate and inspire
his team, maintain communication, and build relationships.
Noah, who might even be coined as the world's first project manager,
was effective at delivering this critical leadership, and he exhibited
what could be termed "lifeboat strategies", or commitments, to stay afloat
instead of sinking. These strategies still hold true today and can provide
great value for present day project managers.
Bio:
Kelly Slone has over ten years of professional experience within the
technical education and telecommunications industries where she has been
involved in leading software development projects as well as Y2K initiatives.
Kelly is a Program Manager for the Project Management Leadership Group
where she is responsible for implementing project management methodology
and project office programs.
She obtained her Bachelor of Business Administration from Kennesaw State
University and her Master of Project Management degree from Keller Graduate
School. Aside from her consulting activities, she is also a lead instructor
of PMLG's Certified Project Manager certification.
Updated: 09Jun09 |
