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| Description |
Abstract |
Presentation |
| Common Sessions: |
Morning Keynote:
Rania Kort - Evolving the Next
Generation Project Manager |
Kort |
Kort |
Noon Session:
Howland Blackiston and Jennifer Herman
- PM Mania |
Mania |
Mania |
Afternoon Keynote:
Daniel E. Kline - Can You Get Everything
Done and Still Have a Life? |
Kline |
Kline |
| Morning Track
Session 1: |
| Bob Eagan – The Demise of Long-Term
Large-Scale Projects: What Should a Project Manager Do? |
Eagan |
Eagan |
| Henry Will – Project Management
in the Midst of Chaos |
Will |
Will |
| LeRoy Ward – Role of the Executive
Sponsor in Creating a Project Management Culture |
Ward |
Ward |
| Judith Mills – Effective Performance
Reporting for Projects |
Mills |
Mills |
| Marina Spence – How Project Managers
Sabotage Their Message |
Spence |
Spence |
| Morning
Track Session 2: |
| Jonathan Japka – Scheduling Made
Easy – Getting the Basics Right |
Japka |
Japka |
| Will Willson – Risk Management
for Large Commercial Projects |
Willson |
Willson |
| Jim Schneidmuller – From Project
Management Council to Center of Excellence |
Schneidmuller |
Schneidmuller |
| Bharat Parikh – Technology Startups:
A Roller Coaster Ride |
Parikh |
Parikh |
| Alex Brown – Project Management
Personality & Skill Types |
Brown |
Brown |
| Afternoon
Track Session 3: |
| Frank Saladis – CPR for IT Projects:
Assessing Project Health, Reacting to Urgent Issues, Planning for Recovery |
Saladis |
Saladis |
| Frank Patrick – Project Management
is Really Risk Management |
Patrick |
Patrick |
| Jim Barnard – Developing “Master”
Project Managers |
Barnard |
Barnard |
| Deborah Elms – Making More Effective
Project and Portfolio Decisions |
Elms |
Elms |
| Ava Heuer – Transitioning Project
Management Skills from Large Corporations to Small Companies |
Heuer |
Heuer |
| Speaker |
Topic |
| James M.
Barnard |
Developing “Master” Project
Managers |
| G. Howland
Blackiston |
PM Mania |
| Alex S. Brown,
PMP |
Project Management Personality
& Skill Types |
| Robert P.
Eagan, PMP, MBA |
The Demise of Long-Term Large-Scale
Projects: What Should a Project Manager Do? |
| Deborah Elms,
PMP |
Making More Effective Project
and Portfolio Decisions |
| Jennifer
M. Herman |
PM Mania |
| Ava Heuer,
PMP |
Transitioning Project Management
Skills from Large Corporations to Small Companies |
| Jonathan R.
Japka, PMP |
Scheduling Made Easy Getting
the Basics Right |
| Daniel E.
Kline |
Can You Get Everything Done
and Still Have a Life? |
| Rania Kort |
Evolving the Next Generation
Project Manager |
| Judith Mills |
Effective Performance Reporting
of Projects |
| Bharat A.
Parikh, PMP, PE |
Technology Startups: A Roller
Coaster Ride |
| Frank Patrick |
Project Management is Really
Risk Management |
| Frank P.
Saladis, PMP |
CPR for IT Projects |
| James
J. Schneidmuller, PMP |
From Project Management Council
to Center of Excellence |
| Marina Spence,
PMP |
How Project Managers Sabotage
Their Message |
| J. LeRoy Ward,
PMP |
Role of the Executive Sponsor
in Creating a Project Management Culture |
| Henry C. Will
IV, PMP |
Project Management in the Midst
of Chaos |
| William
H Willson FRICS MAPM MIVM |
Commercial Risk Management |
 |
James M. Barnard |
Topic: Developing “Master”
Project Managers
Abstract
The business landscape changes on a daily
basis. Consequently, organizations are looking for project managers who
take a holistic approach to their jobs, focusing not just on tactical details,
but on the implications for the enterprise as a whole.
This holistic approach requires project
managers to have unique set of competencies to successfully perform at
the highest levels within organization and help companies achieve their
business objectives.
The presentation will provide background
and guidance on developing a master project management capability.
Bio:
Mr. Barnard is the Vice President of Client
Solutions for ESI International. His responsibilities include assisting
ESI clients with the development and execution of project management performance
improvement initiatives & strategies. Mr. Barnard has held several
executive positions at ESI including Deputy Director, IBM Programs and
Motorola Program Director
He has more than 26 years of experience
in senior project and program management in the government and commercial
arenas. He has provided successful and effective leadership on projects
involving product development & implementation, system integration
& information technology. Mr. Barnard is a proven leader in the development
of cost/benefit and requirements analyses, risk analysis and mitigation,
strategic planning, and source selection.
As the Deputy Program Manager for IBM,
he was responsible for the management of curriculum development of several
core courses including Advanced Scheduling and Project Management Applications.
Additionally, he provided on-site project management coaching and mentoring
support to product development teams at IBM facilities nationwide including
Raleigh/Durham, NC, Rochester, MN, and Austin, TX.
As the ESI Motorola Program Director, Mr.
Barnard managed and directed the implementation of Motorola University’s
global project management performance improvement initiative.
Prior to ESI, Mr. Barnard was the Director
of Programs for MCI where he successfully directed the development and
implementation of MCI’s Operator Services and Payphone project including
the management of a team of more than 300 engineering, operational, and
vendor personnel.
Additionally, Mr. Barnard has extensive
government project & contract management experience. He has managed
$450 million dollars in government contracts for the Departments of State,
Treasury and Agriculture.
Mr. Barnard received his degree in Accounting/Finance
from the University of Cincinnati. He is a member of the Project Management
Institute.
 |
G. Howland Blackiston |
Topic: PM Mania
Abstract
What usually happens to conference attendees
after lunch? Eyelids get heavy? Heads begin to nod? Well, get ready for
something out of the ordinary! We'll have you on the edge of your seat
with PM MANIA! it's what some instructional design circles call "entertRainment,"
an interactive learning experience, laced with fun in a game format. You
could think of it as Alex Trebek meets the project management discipline.
You'll learn valuable lessons in project management while having a blast!
You'll even have a chance to compete and win thousands of dollars in valuable
prizes. So don't miss PM MANIA. After lunch, fasten your seatbelts and
be sure to join Howland Blackiston and Jennifer Herman from the International
Institute of Learning for a rousing and interactive learning adventure!
Bio:
G. Howland Blackiston is Executive Vice
President, International Institute for Learning, Inc. (IIL). The company
is a leading provider of training and consulting in “project management”.
Prior to joining IIL Mr. Blackiston was co-founder and President (for 20
years) of Juran Institute, Inc. (a world leader in “continuous improvement”
and how companies manage the quality of products and services.
Mr. Blackiston has published numerous papers
and has been the featured speaker or keynote at hundreds of events and
broadcasts all around the world. He is the creator and executive producer
of more than 150 multimedia-training programs that have been translated
into 16 languages and utilized by thousands of organizations in over 40
countries.
Mr. Blackiston is a member of ASQ, The
Presidents Association, PMI, and is a National Judge for the Blue Chip
Enterprise Award. He is a director of the Westport School of Music and
sits on the Board of Advisors for the Bridgeport School of Engineering.
 |
Alex S. Brown, PMP |
Topic: Project Management
Personality & Skill Types
Abstract
Project Managers often have to serve as
the career consultant to people interested in Project Management. It is
also natural to wonder now and again if we are well-suited to our Project
Management jobs. PMI has provided us with wonderful tools to guide the
growth of Project Managers in their careers, but little to evaluate the
basic skills and personality traits that Project Managers need. Many career-guidance
web sites offer skill and personality assessments. Project Management appears
as a career option only indirectly, as a management job in project-oriented
industries like software or construction. For now, Project Managers need
to create their own career-guidance tools, until PMI or career-guidance
firms begin to meet our needs.
This presentation will describe how to
adapt standard, career-guidance tools to Project Management. It is never
easy making a career recommendation, but these tools can help make a better-informed,
more objective recommendation. Experienced Project Managers can use these
tools to better understand their management style, and help predict what
assignments and situations may be particularly easy or difficult for them.
Core skills like negotiation and mentoring, and personality traits like
introvert/extrovert are critical to job. Learn how to adapt some time-tested
tools to Project Management, to understand yourself better and to guide
others more objectively.
Bio:
Alex S. Brown has been a software project
manager since 1993, working in the brokerage and insurance industries.
He is a Project Management Professional (PMP) and member of PMI. He is
also a member of IEEE, IEEE Computer Society, and ACM. He has worked on
large-scale computing projects, including the launch of the Merrill Lynch
Direct web-based service. He is currently a Project Manager for Chubb &
Son, implementing an intranet-based rewrite of the 20-year-old claims financial
system.
 |
Robert P. Eagan, PMP, MBA |
Topic: The Demise of Long-Term
Large-Scale Projects: What Should a Project Manager Do?
Abstract
Companies increasingly believe that improving
time to market for new products is an absolute necessity to remain competitive;
especially for E-Business applications that need to be developed in “Internet
Time”. Right or wrong this perception has energized research on the topic.
The often-cited McKinsey and Co. report states that it is better to be
on time and over budget than to be late but on budget. Although this report
warns of the dangers of overemphasis on speed, senior business management
has become extremely sensitive to the relationship of speed to market and
market competitiveness.
Today’s development applications must be
characterized by small teams using iterative development to release products
in intervals of one to six months. Gone are the days of 18-24 month projects
delivering their products at the very end of the cycle.
The challenge for Project Managers is to
design a process that will deliver on the promises. Software Methodologies
such as eXtreme Programming and tools such as the Rational Suite can help.
However, there are certain processes in the PMBOK that require more emphasis
than others. The objective of this presentation is to emphasize the primary
Project Management processes that a Project Manager must consider when
adopting an iterative development approach.
Bio:
Bob has over 20 years of Project Management
experience, and is currently a Senior Technology Consultant for Automatic
Data Processing. Bob has the Project Management Certification (PMP) from
the Project Management Institute (PMI), has been a Software Engineering
Institute (SEI) Lead Assessor, and he has a Masters Certificate in Project
Management from the George Washington University and an MBA from Fairleigh
Dickenson University.
The Software Engineering Institute (SEI)
recently recognized Bob’s contributions as an author and editor of a draft
version of the Capability Maturity Model Integrated (CMMI) that will replace
an industry standard for software development i.e., CMM. Bob presented
a paper at the annual SEI SEPG Conference in 1999 on Process Action Teams.
Bob has held Management positions up to
Vice-President within organizations that range from less than 200 employees
to multi-national Fortune 200 organizations.
 |
Deborah Elms, PMP |
Topic: Making More Effective
Project and Portfolio Decisions
Abstract
Billions of dollars and millions of hours
of effort are wasted every year, on failed and inappropriate projects.
Often this can be traced back to the wrong decisions being made, at the
wrong time, by the wrong people, using the wrong inputs, without benefit
of structured decision-making methods.
This presentation will introduce you to
the tools, techniques and best practices of effective decision-making.
Use these skills immediately to assist your teams in making better decisions.
Leverage your expertise in decision-making to suggest or support improvements
to your organization’s project selection and portfolio management process.
Bio:
Deborah Elms, PMP, is a Senior Consultant
in Project Management at Business Plus Software, Inc. She is a member of
PMI, the NYC and Long Island chapters and several SIGs. After many years
in technical roles in systems development, Deborah moved into project management.
She has a broad background in the definition, deployment and promotion
of structured project management, process improvement, and software development
methodologies. Deborah currently focuses on assisting organizations implement
project services and skills, including better ways of selecting and managing
projects and vendors.
 |
Jennifer M. Herman |
Topic: PM Mania
Abstract
What usually happens to conference attendees
after lunch? Eyelids get heavy? Heads begin to nod? Well, get ready for
something out of the ordinary! We'll have you on the edge of your seat
with PM MANIA! it's what some instructional design circles call "entertRainment,"
an interactive learning experience, laced with fun in a game format. You
could think of it as Alex Trebek meets the project management discipline.
You'll learn valuable lessons in project management while having a blast!
You'll even have a chance to compete and win thousands of dollars in valuable
prizes. So don't miss PM MANIA. After lunch, fasten your seatbelts and
be sure to join Howland Blackiston and Jennifer Herman from the International
Institute of Learning for a rousing and interactive learning adventure!
Bio:
Jennifer Herman is the Vice President
and Director of New Business Development at Interational Institute for
Learning, Inc. (IIL) New York, New York. She is solely responsible for
the New York Metropolitan sales region and also manages IIL, Inc.’s New
York learning center. Jennifer promotes New York based courses focused
on Product Management, Theory of Constraints and computer software training.
She acts as a consultant to help her clients determine which classes and
delivery methods best meet their business objectives. Jennifer also works
with companies to bring IIL’s programs and consultants onsite to deliver
comprehensive customized training curriculums that meet specific client
requirements.
Prior to joining IIL, Inc., Jennifer was
an executive with a leading Sportswear manufacturer where she managed the
merchandising and sales in over 190 stores. Jennifer has also been an art
consultant at a leading Massachusetts gallery and was a television anchor
and reporter for NNN Television, Newton, MA. In addition to Jennifer’s
professional background, she has attended acting school and has starred
in regional plays such as Mary Poppins and Grease.
Jennifer holds a B.S. in Broadcast Journalism
from Boston University, Boston, MA. While attending Boston University,
she played a lead role in generating funds for the Travis Roy Rehabilitation
Campaign.
Along with playing soccer, rollerbladding,
working out and free style dancing. Jennifer enjoys having fun with her
little Boston terrier “Bubba”.
 |
Ava Heuer, PMP |
Topic: Transitioning Project
Management Skills from Large Corporations to Small Companies
Abstract
While understanding and applying the tenets
of the Project Management Body of Knowledge will always be the best foundation
for project success, in today’s increasingly volatile markets it is simply
not enough. The key driver enabling project managers to be effective in
today’s rapidly changing markets, downsized companies, and culturally diverse
environments is flexibility. By recognizing in advance the differences
in the way project management is practiced and perceived in large mega-corporations
and smaller independent companies, and similarly between large organizations
and down-sized ones, the project manager will be better equipped to plan
effective strategies to be successful in any type of environment. This
presentation explores the most important differences encountered in these
diverse situations and offers some ideas for how project managers can tailor
their activities to suit the situation. It also goes a step further and
introduces the pitfalls that may result when large and small companies
must work together as business partners.
The most important differences in the way
project management is perceived and implemented in large versus small companies
fall into a few categories: value placed on project management, roles of
project managers, organizational structure, process development, and overhead.
And while not all of these will be encountered in every situation, by being
aware that they might exist, the project manager will be prepared and can
tailor their approach to the situation such that they add immediate value
to the company. And as companies downsize to focus on core businesses,
more strategic alliances are being formed to complement the product line.
And when these alliances are between companies that differ in size, market
share, or corporate “culture,” the relationship can be disastrous. There
are some key lessons-learned that will be presented here, to help ensure
a successful business partnership despite the differences between the companies.
By understanding how project management
“works” in different sized companies, the project manager will be better
able to operate efficiently and effectively in any situation in today’s
volatile marketplace
Bio:
Ava Heuer is a Project Manager with experience
in both the defense industry and telecommunications arena. She began her
career at Bell Laboratories, designing underwater sonar systems built to
detect and track enemy submarines. After transitioning to Project Management
in 1990, she managed various defense projects within Bell Laboratories,
and later managed software development programs within the Mobile Communications
Division at Lucent Technologies. She is now the Senior Manager responsible
for OEM programs at WatchMark Corporation, headquartered in Bellevue, Washington.
Throughout her career, Ava has been instrumental in providing project management
training, consulting, mentoring and coaching, especially in the areas of
team development, project organization, risk management, team leadership,
negotiations, conflict management, and business decision-making. For the
past 3 years, Ava has been the Vice President of Professional Development
for PMI NJ Chapter, and is dedicated to promoting project management best
practices throughout the industry. She is also affiliated with Boston University
and teaches in their Project Management Certificate program. Ava holds
a BS and MS in Electrical Engineering from New Jersey Institute of Technology,
a Masters Certificate in Project Management from George Washington University,
and is a certified PMP.
 |
Jonathan R. Japka, PMP |
Topic: Scheduling Made Easy
Getting the Basics Right
Abstract
In a project management world where everyone
talks of PMO’s and other lofty ideas the art of basic project scheduling
has been lost. You know a bad schedule when you see it, but what makes
up a good schedule? We all know Time Management is at the core of project
success.
Improve your scheduling skills by joining
Mr. Japka in exploring: What make a good WBS? What is an appropriate level
of detail? How often should I update? Simplifying activity progress collection.
Getting the logic right! These and other important scheduling topics will
be covered. Extra time will be given for audience discussion. Come and
share your ideas. This session is applicable to all industries and all
software packages.
Bio:
Mr. Japka has been involved with Project
Management for more than 21 years earning his PMP in 1996. For the last
11 years Mr. Japka has been with ETRAC Solutions (formerly Robert-andrew
Associates). During that time he has assisted many Fortune 500 clients
implementing enterprise level project management solutions including process
and software support. Clients include Lucent Technologies, Dupont R&D,
Lookheed-Martin, Wyeth-Ayerst, Merck, Novartis Consumer Health, Merrill-Lynch,
Foster-Wheeler, PSE&G, Exelon, NJ DOT, and the NYC School Construction
Authority.
Mr. Japka is a leading expert with Primavera
Systems project management software. As an Authorized Primavera Instructor
he has taught over 3600 students. Mr. Japka also teaches Project Management
Foundations classes for Villanova and Rowan Universities. Mr. Japka is
a graduate of Rutgers College of Engineering and specialized in Construction
Management.
 |
Daniel E. Kline |
Topic: Can You Get Everything
Done and Still Have a Life?
Abstract
Do you ever feel “There’s just too much
to do and not enough time to do it”? If so, you need help. Start by investing
an hour or so in the seminar titled Can You Really Get Everything Done—and
Still Have a Life?
The trick is to learn how to minimize de-motivators
and to maximize motivators. De-motivators tend to contribute less, relative
to the effort expended, plus they often have a harsh, demanding, have-to
or “got-to” value attached to them. Motivators are just the opposite: they
contribute greatly despite a lesser effort, and they often have a positive
get-to or “want-to” value. Thus, what’s stressed is not efficiency but
effectiveness—“doing the right thing,” rather than “doing things right.”
The point is to help attendees see and
understand why they behave as they do, so that real, positive, permanent
change becomes possible. The goal is to help all to enjoy more productive,
balanced, and satisfying lives—as quickly as possible.
Bio:
Daniel E. Kline is an internationally
recognized speaking professional who, since 1990, has been inspiring, motivating,
entertaining, and informing audiences around the world. He has addressed
over 100,000 people in the United States, Canada, Colombia, Brazil, Great
Britain, Spain, the Netherlands, Russia, Poland, Australia, Malaysia, China,
and Japan. He draws his popular presentations from over 30 years of combined
and varied experience as a speaker, writer, retailer, and federal government
manager. Since 1981, when he first became fully self-employed, Dan created
two unique gift stores, co-founded and operates a nationwide consulting
service for writers, and formed and presides over a national speaking and
training firm specializing in workplace communication issues, from leadership,
team building, and time management to crafting an excellent speech, letter
or memo—and more, and, most recently, consults as a freelancer for the
American Management Association.
Dan’s relaxed, easy style and sense of
humor win audiences over to both difficult and lighter subjects alike.
He has received overwhelmingly outstanding evaluations from his listeners,
who frequently comment afterward on his powerful stage presence, commitment
to values and principles, and their surprise at how his topics can be informative,
educational and entertaining, all at the same time!
 |
Rania Kort |
Topic: Evolving the Next Generation
Project Manager
Abstract
Project Managers today have a lot more
to contend with, above and beyond managing their project scope, schedule,
cost, quality, and risks. In reality, they could be excellent in managing
these overall project management knowledge areas and have solid control
of the project management lifecycle and processes, yet find they are increasingly
being challenged with having to repeatedly sell and justify the benefits
of their project. This unveils the fact that Project Managers have to now
understand the overall goal of their organization, ensure their project
goals and objectives are aligned with the management supporting it and
be politically astute to the agendas of the stakeholders. As a matter of
fact, too many times, we see that it is not only about how well the project
is going, but more about how the project is perceived it is going, regardless
of what is being reported. It is very much about how communication is conveyed
and moreover, how behavior is guided through the corporate network which
could have significant impact on a project.
So how do we better manage this invisible
but inherent problem and protect against any negative misperceptions? Actually,
there is a process that all Project Managers need to be aware of in dealing
with this issue - It is the art and skill of "Managing Perception" as part
of understanding stakeholder influence and strategically managing behavior
to preserve the "reputation" of their projects. It is the campaign that
Project Managers need to launch starting from the initiation phase all
the way through the Closing Phase of a project.
The Key Note speech will go into what Project
Managers of the Next Generation should be aware of in managing their projects
which are beyond the Project Management Processes. It will describe how
Perception Management can be used in raising the bar by integrating a distinct
and separate entity of the project management process that deals with areas
such as politics, sales, human behavior and organization culture. It will
focus on the important soft skills that are needed in managing projects
and the effective communication tools that can be utilized to make projects
run smoother. Moreover, it will provide ideas on how to prepare Project
Managers to deal with the hidden challenges that play such an active and
critical role in the personal success of the Project Manager running it,
as well as, the success of the project itself.
Bio:
Rania Kort currently leads a practice
for PricewaterhouseCoopers Consulting that focuses on Information Systems
Development, Program and Project Management and Process Improvement Programs.
In her existing partner role as the Client IT account Leader, her primary
responsibilities are to ensure that her consulting staff working on various
client projects are delivering high quality work that is yielding project
success and the necessary customer satisfaction. She has worked with many
large corporations in setting up management processes, driving organizational
change, implementing performance improvement programs and managing large-scale
releases and projects at an enterprise level. She has led large business
process re-engineering efforts, managed the operations of both small and
large businesses and owned her own entrepreneurial firm prior to joining
PwC, where she also helped start-up companies set up their management infrastructure
and designed their overall organization framework.
Rania has spoken at local and international
conferences, has published articles on improving IT effectiveness and efficiency
and is currently in the process of writing her first book on Managing Perception
- A critical role for Project Managers and Management Professionals. She
has developed and conducted extensive number of training sessions and seminars
in process and project management and holds a Masters of Arts and a Masters
of Science from Syracuse University.
 |
Judith Mills |
Topic: Effective Performance
Reporting of Projects
Abstract
All businesses have a management process
for performance reporting whether it is codified (formal) or not. If the
process is formal, it is most likely documented in some media (hard copy,
intra-net, etc.). An informal process can be summed up in a statement of
“This is the way we do things here”.
The management of individual projects is
not unlike the management process involved in the ongoing management of
a business unit itself. End products (goals) are to be delivered, there
are processes by which these end products are created/achieved, resources
are used (people, systems, financials) and performance reporting of some
type is required. The Project Management Body of Knowledge speaks to the
first three elements with great detail. However, the last matter, Performance
Reporting, is often relegated to an ad hoc reactive effort: Though often
overlooked, the benefits of effective performance reporting accrue to all
“stakeholders” in an initiative.
This presentation will take participants
through a phased approach to the development of an effective Performance
Reporting process for projects.
Bio:
Before founding JEMWORX, Ms. Mills was
Director of Quality at LoBue Holdings, L.L.C. Her responsibilities included
the development and deployment of curricula for both clients and internal
training purposes, the implementation of enhanced Management Processes,
the creation of Project Metrics to monitor engagement quality, and the
management of the firm’s knowledge base intranet site.
Prior to assuming the responsibilities
of Director of Quality, Ms. Mills was a product development and management
specialist at both Allison~LoBue Group, L.L.C., a provider of complexity
science management consulting services and at LoBue Associates, an international
management-consulting firm, both subsidiaries of LoBue Holdings, L.L.C.
Ms. Mills is experienced in core methodology
design. She specializes in tactical applications of strategic business
concepts enabling organizations to implement major business design changes,
which enhance productivity, profitability and competitive advantage.
In a career spanning over 20 years, Ms.
Mills has worked with large domestic and international financial institutions
in areas such as operations, retail banking, financial and strategic planning,
systems design and implementation.
In addition to her work at JEMWORX, Ms.
Mills is on the board of trustees of her local congregation. She is a graduate
of Bucknell University, with degrees in Economics and French. She holds
a master of business administration in bank management from Fairleigh Dickinson
University.
 |
Bharat A. Parikh, PMP, PE |
Topic: Technology Startups:
A Roller Coaster Ride
Abstract
For entrepreneurs, starting your own company
is always on their minds. In the technology space, there have been numerous
opportunities to start a company in the past 10 years. But starting a company
in this high technology, high-performance environment isn’t the same as
it used to be. Leveraging the standards placed on Project Management by
the PMI, and raising the bar associated with executing on the principles
of project management, this paper talks about one experience of how a technology
startup company can be created. The highs and lows of creating a startup
are truly rewarding and frustrating, but, at the end, given good strategic
support and structured execution, forming a new company can be a satisfying
venture.
But through it all, it is important to
look at the lessons learned from previous entrepreneurs on how to successfully
ride this roller coaster, so you don’t quite get to the point where you
want to jump off. The issues surrounding investors, founders, employees,
customers, vendors, and everyone and everything else that goes in to creating
a successful startup venture can be overwhelming. Employing key project
management principles will ensure that you tackle the most difficult problems
in a systematic fashion, and that is crucial when everyone is looking to
you as the founder to maintain your composure and cool in troubled times.
This paper helps link the principles of project management with starting
your own technology startup.
Bio:
Mr. Bharat Parikh is currently the President
and CEO of Zenfinity, Incorporated, a company he co-founded. Zenfinity
provides design, deployment, and operations services to service provider
and enterprise customers, leveraging new technology products to create
a converged infrastructure, offering a multitude of services. Mr. Parikh
has over 16 years of professional experience in the telecommunications
industry. He spent 12 years with the US Army’s Communications Electronics
Command; where he engineered and subsequently managed a frequency hopping
secure satellite communications modem and control system. While with the
US Army, Mr. Parikh was the US representative for a NATO waveform standards
committee for satellite communications. Mr. Parikh has spent the last 4
years working in technology professional services at International Network
Services, which was purchased by Lucent Technologies, and Zenfinity. Mr.
Parikh has a B. S. in Electrical Engineering from Rutgers University in
New Brunswick, NJ and a M. S. in Electrical Engineering with a specialization
in Communications from Fairleigh Dickinson University, Teaneck, NJ. Mr.
Parikh also possesses a Professional Engineering (PE) license from the
state of New Jersey and holds a Project Management Professional certification
from the Project Management Institute.
 |
Frank Patrick |
Topic: Project Management
is Really Risk Management
Abstract
Assuring the success of a project involves,
first and foremost, dealing with the uncertainty that will be associated
with its delivery. Project Management is the process of turning uncertain
events and efforts into certain promises and outcomes. If this is the case,
then the primary process associated with project management should be that
of risk management. How other processes, such as scope, schedule, and spending
management support the identification, assessment, mitigation, and avoidance
of risk is therefore critical for successful project management and for
maximizing the value of our project-based efforts.
Critical Chain-based project management
has, at the core of its design, recognition of and focus on the management
of uncertainty and risk. This presentation will look at the sources of
risk that are possible in various aspects of the project management process,
discuss how they might be dealt with in general, and how the Critical Chain
approach specifically does so.
Bio:
Francis S. “Frank” Patrick is founder
and principal consultant of Focused Performance, providing education, consultation,
and facilitation in the realm of the organizational effectiveness. As such,
he has been involved in assisting a wide range of organizations to achieve
breakthrough solutions for significant results through the application
of the Theory of Constraints and its associated applications. A New Jersey
native, and a graduate of Rutgers University’s school of engineering, Frank’s
25-year corporate career included responsibilities in industrial engineering,
production planning, new product development, and process management consultation
at Revlon, Johnson & Johnson, Nabisco, and AT&T/Bell Labs, where
he was first exposed to TOC. Subsequently, since launching Focused Performance
in 1996, Frank has added organizations involved in developing sophisticated
hardware/software systems, financial services, precision machining, IT
support, and defense systems to his experience. With most of his recent
efforts associated with strategic planning, operational problem solving,
and Critical Chain-based project management, Frank has become a recognized
advisor, writer, and presenter on these topics, both in the US and abroad.
 |
Frank P. Saladis, PMP |
Topic: CPR for IT Projects
Abstract
Taking the concepts of emergency care
and the actions of personnel trained to react to serious injury and trauma,
this paper will compare the methods used by medical professionals to assess,
treat, and prepare a recovery strategy for patients with the processes
and procedures utilized to assist in the treatment and recovery of projects
in trouble. CPR in this presentation is defined as Critical Path Resuscitation.
The presentation will examine some of the main causes of project failure
and what steps can be taken to prevent further damage, return to project
to a healthy state, and prepare a plan for prevention from a relapse. This
is an interactive session with significant audience participation.
Bio:
Frank P. Saladis, PMP, is Project Management
Trainer and Consultant specializing in the development and delivery of
programs focused on enhancing the tools and skills of the project management
practitioner. As a Project Manager for Cisco Systems Inc. he was responsible
for developing project methodologies, processes and training programs for
Cisco Professional Services. Mr. Saladis is currently a Senior Consultant
and Instructor for the International Institute for Learning Inc. and is
a former National Project Manager for AT&T Solutions Information Technology
Services. He is a Certified Project Management Professional and has been
a featured presenter at the Project Management Institute's Annual Symposiums,
Project World Seminars, Frontiers in Project Management, and numerous PMI
® chapters and components. He is the Past President of the New York
City Chapter-PMI, Past President of the Assembly of Chapter Presidents,
Past Vice President of Education for the Global Communications Technology
Specific Interest Group of PMI and current Vice Chair for the PMI ®
IT & Telecom Specific Interest Group. He holds a Masters Certificate
in Commercial Project management from George Washington University.
 |
James J. Schneidmuller, PMP |
Topic: From Project Management
Council to Center of Excellence
Abstract
We have experienced what we believe to
be a natural progression from a Project Management Council to the establishment
of a Project Management Center of Excellence (PMCOE). We will share with
attendees the past, present and anticipated future of our PMCOE.
Within the presentation we will describe
the organizational structure and staffing strategies. The areas of focus
and the team environment that exist will be included.
Key partnerships with other organizations
within the company are vital to the PMCOE’s success. These partnerships
will be discussed, as well as important linkages to other areas of the
business. A review of our operational model, which defines the relationship
among our Project Managers, the Council, and our Executive Council, will
also be a part of the presentation.
To sum it all, we will share with symposium
attendees the knowledge we have acquired as a result of the development
of our Project Management Center of Excellence. We will share what worked
well and what did not along with our accomplishments and the roadblocks
we encountered along the way. We will share our lessons learned. We will
also provide a preview of our thoughts for the future of the PMCOE in 2002
and beyond… how we plan to continue to “raise the PM bar”.
Bio:
Jim Schneidmuller’s project management
accomplishments include:
-
the creation and leadership of a professional
project management organization for AT&T’s Information Technology Services
group
-
work in AT&T Solutions as a member of
the Global Transition Team for the Citicorp engagement, the largest networking
outsourcing agreement signed at that time
-
leadership of the AT&T Solutions Project
Management Center of Excellence
-
today’s leadership of the corporate AT&T
Project Management Center of Excellence focused on the ongoing deployment
of best-in-class project management principles, processes, and practices
for AT&T
Jim wrote a chapter for Project Management
for Business Professionals: A Comprehensive Guide, a John Wiley & Sons
book, which defines the current state of project management in business
and details all of the competencies that constitute a superior practice.
He is an Affiliate Professor of the Wesley J. Howe School of Technology
Management, Stevens Institute of Technology Project Management Program.
 |
Marina Spence, PMP |
Topic: How Project Managers
Sabotage Their Message
Abstract
Project Managers spend 90% of our time
communicating. If you earn $100,000 per year, your company pays $90,000
for your communication skills. Do your communication skills give your company
their ROI? Or do you sabotage the message you deliver to stakeholders in
crucial ways? In this session you will learn three principle ways in which
Project Managers undercut their message--and how to avoid them.
"How Project Managers Sabotage their Message"
will be presented as a series of one-act plays. Each play will present
a cast of characters caught in the act of sabotaging their message. The
presentation will be interactive, with opportunities for small-group discussion.
Participants should gain an increased understanding of their responsibility
in the communication process, as well as learn practical techniques for
increasing their effectiveness as communicators.
Bio:
Marina Spence, PMP, is a Managing Partner
at Omada Management Group, located in New York City. Omada is the Greek
word for "team", which reflects Ms. Spence's specialty in project management.
For over 12 years, she has managed projects and programs in companies ranging
from brash start-ups to Fortune 50, for both business and Information Technology
groups, helping them to blend structured project management with team-based
approaches.
Ms. Spence has presented papers at the
2000 New York City PMI Symposium, 2001 PMI Europe Conference, and has been
a guest speaker at the Long Island PMI Chapter meeting. She is active in
the New York City chapter of PMI, where she initiated the successful Breakfast
Roundtable Program, and is now the Vice-President and Director of Programs.
Her Master's degree is from the University of California, Berkeley, and
she holds undergraduate degrees from the University of Minnesota and from
California State University, Northridge.
 |
J. LeRoy Ward, PMP |
Topic: Role of the Executive
Sponsor in Creating a Project Management Culture
Abstract
Your organization has decided to transform
itself into a project-based business. Everyone is excited about the prospect
of doing so, but there’s one big problem: no one knows where to begin.
The boss calls you in, and given the stellar work you’ve done through the
years in project management, appoints you as the sponsor of the effort.
She’s convinced you’re the person for the job, yet she hasn’t provided
you with one good idea as to how to get things going. All you know is it
needs to be done “tomorrow.” Yet, you realize that turning an organization
into a project-based enterprise means changing beliefs, beliefs that have
been inculcated and reinforced over many years of practice. As you scan
through the listings on Amazon the only books that appear have been written
by anthropologists, or are so general in their treatment of change that
they’re basically useless. Mission impossible? It depends on how you go
about it.
J. LeRoy Ward will present a three-pronged
approach to change that ESI has developed over the many years it has assisted
some of the world’s largest corporations, both here and abroad, as they
have transformed themselves into project based businesses. This is a pragmatic
and practical discussion, with plenty of tips to get you started. If you’re
looking for theory, go read a 700-page book on project management by one
of the “gurus” in the business. If you want answers, please join LeRoy
for an informative discussion.
Bio:
J. LeRoy Ward, Executive Vice President,
is responsible for ESI’s worldwide training programs, international activities,
and curriculum development. Complementing a 17-year career with four U.S.
federal agencies, Mr. Ward has delivered project management programs to
clients in North and Central America, Europe, Asia, and Australia.
He has authored several publications and
articles including Project Management Terms, A Working Glossary, PMP Challenge!,
and ProjectFRAMEWORK: A Project Management Maturity Model. He speaks frequently
on project management and related topics at professional association meetings
and conferences around the world.
Mr. Ward holds BS and MS degrees from Southern
Connecticut State University and an MSTM degree, with distinction, from
The American University.
Mr. Ward is a member of numerous professional
associations including the International Project Management Association
and the Project Management Institute where he is certified as a Project
Management Professional.
 |
Henry C. Will IV, PMP |
Topic: Project Management
in the Midst of Chaos
Abstract
-
The essentials of managing in a rapid environment
-
Getting the project back on track (or keeping
it on track)
Industry measurements tell us that
a high percentage of projects are unsuccessful. The rapid rate of change
in business dictates increasingly quicker time to market, exponential increases
in communications and heightened demands. Scope creep, disconnected communications,
lack of time to plan for (and respond to) changing requirements, and lower
quality deliverables are the results. In fact, The Standish Group published
research in 1994 showing that 31.1% of projects are canceled before they
are completed and 52.7% of projects will cost 189% of their original estimates.
This presentation will discuss how many
projects get to the point of being off track and out of control. Practical
ideas will be presented on how to bring projects back into control, such
as "shortcuts" to Project Management (PM): how to get the minimal amount
of PM done in the least amount of time; how to reduce churn; and how to
prioritize the many elements of the PM process. Techniques for risk management,
issue tracking, efficient communications, war room, increasing team productivity,
handling long hours and more will also be discussed.
Bio:
Henry C. Will, IV, PMP is a Director of
Business Solutions at Computer Horizons Corporation in East Hanover, NJ
where he works in the Solutions division helping companies implement eBusiness
within their enterprises. In his position, he mentors several project managers
who manage projects valued in the millions of dollars. Involved in project
management for over 20 years, he has managed about $10 million worth of
successful projects that include a business-to-business solution for Guaranteed
Overnight Delivery (G.O.D.) in Port Newark as well as the first binding
Internet election for the Arizona Democratic Primary which was done in
seven weeks with a fixed completion date.
Mr. Will is named on patents granted for
work he did on a Blood Chemistry Analyzer for veterinarians that have been
used throughout the world (patents 5,089,229, 5,250,262 and 5,336,467).
In the past, he has managed software development on such varied projects
as Y2K for AT&T, the F/A 18 Fighter / Attack plane, the A/V-8B Vertical
Take-off and Landing jump jet and video games. He is a graduate of NJIT
with a B.A. in Computer and Information Science.
Mr. Will is also active volunteering as
a trustee for the Ocean Grove Camp Meeting Association and is a licensed
“E” level soccer coach.
 |
William H Willson FRICS MAPM MIVM |
Topic: Commercial Risk Management
Abstract
Too often as Project Managers we keep
risk to ourselves. Good proactive visible risk management will allow the
early release of Contingency. Holding onto contingency is against good
business principles because it denies opportunity to invest elsewhere and
encourages the team to take their foot off the gas pedal and relax if there
is plenty of spare cash available. When the risk has passed, remaining
contingency should go back to the center. That’s big money tied up on a
large project or portfolio of projects! Conversely, where risk is poorly
managed, early cover ups hoping that things will get better often lead
to a roller coast ride as the situation deteriorates and every one runs
for cover and by that time the last thing a Project Manager wants are the
risks identified that they have not managed!!
The presentation will introduce through
reference to recent real life examples how Businesses can use Risk Management
techniques to better manage their project delivery portfolio.
Bio:
Will Willson FRICS, MAPM, MIVM is a Senior
Operations Director and Manger of Risk and Value Management for Faithful&Gould
USA, a member on the W.S. Atkins Group of Companies. Will relocated to
USA with his family from UK in August last year and is now based in the
Princeton office in NJ.
After an initial grounding in Quantity
Surveying Will moved into Project Management concentrating in Landfill
reclamation, Retail and in the completion of commercial developments following
receiverships working for Funders. He then moved to the Channel Tunnel
Rail Link Project where he spent over 6 years holding a number of key roles
including Project Planning Manager, Risk, Trend, and Change Control Manager.
Will then established a specialist risk and value management team in Faithful&Gould
drawing on expertise throughout the UK and Overseas. The multi disciplinary
team has now completed over 300 separate Risk / Value workshops and associated
studies in virtually all sectors of the construction industry. Will is
now challenged with extending the specialist consultancy risk and value
management team in the USA working alongside W.S. Atkins engineering arm
in America, Atkins Benham.
Updated: 04Sep08 |
