| Speaker |
Topic |
| Keynote Speakers |
| Dr. Christopher
M. Avery |
Survival Skills for Project
Team Leaders |
| David Pearce
Snyder |
Project Managers in Revolutionary
Times |
| Noon Session |
| Mark Queen |
Countdown®: A Strategy
Game for Project Teams |
| Track Speakers |
| Luc Audet
& Janet McEwan |
The Power of Project Interdependency
Management |
| Ernest Baker,
PMP |
Communication and Negotiation
Techniques that Work |
| Dave Davis,
PMP |
PM Practices According to Meatloaf |
| Joe Duquette
& Charlene McMahon & Charlie Rothrock |
A Risk Tool for Risky Businesses |
| Jerry Hill, PMP |
Establishing a Complete PMO |
| David Hulett,
Ph.D. |
Executive Risk Management |
| Martha Legare |
Creating at Warp Speed |
| Thomas Laudise,
Esq & Leonard Nuara, Esq & Nancy Saunders |
Improving the Odds of Project
Success |
| Ted Leeman |
Premium Blend: Training Media
and the Perfect Mix |
| Joe Lukas,
PE, PMP, CCE |
It Works! Risk Management on
IT Projects |
| Patti Petry,
PMP |
Are We Having Fun Yet? |
| Carol Rauh
Ph.D., PMP |
Stakeholder Analysis &
Communication Plan Development |
| Dr. Aaron
Shenhar |
Strategic Project Leadership(TM) |
| Karen Sinclair,
B.Soc.Sc, M.Sc. |
Project Leadership in the 2nd
Millennium |
| Ann Tomalavage,
P.E., PMP |
Turning Engineers into PM’s |
  |
Luc Audet
Janet McEwan |
Topic: The Power of Project
Interdependency Management
Abstract
Do you know where all your projects are?
Will they bring home the things you expect, when you expect them?
Has your project slipped because another didn’t deliver a capability as
required? Few projects are self-sufficient and project managers seldom
have control over everything needed for successful delivery. Canada’s
Department of National Defense (DND) has created a performance-based Interdependency
Management practice to address this common dilemma.
Contrary to the opinion of some project
managers, no project is an island unto itself. Like it or not, most
projects depend on other projects or initiatives to deliver some enabling
capabilities that are essential to their successful implementation.
Most also contribute some enabling capabilities to other projects or initiatives.
The trick is to get all this “enabling” coordinated to minimize schedule
slippage, reduce solution conflict, and prevent duplication of effort so
that overall portfolio performance is optimized. Interdependency
Management takes a performance-based approach to this coordination challenge.
Bio:
Luc Audet, an experienced member
of the Canadian Forces, is now a civilian member of the Department of National
Defense (DND) with many years of project management experience. Appointed
as the first Interdependency Manager for DND, Luc has brought the practice
from inception to full implementation and is a key member of the Department’s
Project Delivery Management team. Luc holds Bachelors degrees in
Science and Education from Collège Militaire Royale and Université
d’Ottawa respectively.
Janet McEwan is a seasoned professional
with an accomplished track record in executive management, project management
and consulting. She is an Associate Director with Fujitsu Consulting where
she specializes in project delivery management as well as benefits realizations
and investment value management, which assist organizations in maximizing
the business value of their investments. Prior to joining Fujitsu Consulting,
she spent more than eighteen years at the Bank of Canada, Canada’s Central
Bank, where she held project management, line management and senior officer
positions within the Information Management, Public Debt and Corporate
Services areas.
 |
Dr. Christopher M. Avery |
Topic: Survival Skills for
Project Team Leaders
Abstract
Let’s face it, the best technical project
management tools in the world never overcome the people problems bogging
down project teams. Christopher Avery has tailored a nuts-and-bolts survival
kit based on his best tactics for rapidly diagnosing trust in teams.
He will explore developing a trustworthy reputation; building trust; losing
it; making, keeping and breaking agreements; and cleaning-up after yourself
when you’ve been human and made “relationship-mistakes.” He’ll tell you
about the biggest mistake you can make when crafting a common goal for
your project team (and how to avoid it). He’ll uncover the secret
to knowing when your team is built — or not — and what to do when it isn’t.
Bio:
Dr. Christopher M. Avery, advises business
leaders on human performance. He serves professionals and executives world-over
who must get things done when sharing responsibility with others over whom
they have no direct control. Christopher authored Teamwork Is an
Individual Skill: Getting Your Work Done When Sharing Responsibility, (Berrett-Koehler,
April 2001), and publishes the digital TeamWisdom Tips read by professionals
in more than 50 countries. Through his firm Partnerwerks, Inc. Christopher’s
ideas benefit executive management, organizational design, joint ventures,
project management, collaborative commerce, mergers and acquisitions, R&D
consortia, knowledge management, and supply chain management. Project
managers attending a recent presentation commented, “Dr. Avery forever
altered my view of team relationships. A huge, ‘ah-ha’ “! “Great information
that I can use in business and in my personal life”. “Fantastic”! “Most
memorable presentation of the conference”. Christopher earned his
Ph.D in Organizational Communication from the University of Texas in 1989.
 |
Ernest Baker, PMP |
Topic: Communication and Negotiation
Techniques that Work
Abstract
Several prominent studies have pinpointed
poor communication as a major contributor to project failure. Project
Managers are tasked to communicate in multiple directions, both detailed
and summary information, and to internal and external stakeholders in a
timely and efficient manner. Yet, they often fail in the simplest forms
of communication – person-to-person! This presentation will introduce
several tools to assist the Project Manager in understanding and delivering
concise and clear messages. Through the use of these tools, one can
drill down to the core message and unearth the details hidden in our assumptions
and perceptions to clearly express our ideas and understand one another.
Samples of the tools and their use will be illustrated through case studies
and examples.
Bio:
Ernest Baker, PMP is the Vice President,
Learning Solutions at AlphaNet Solutions, Inc., a Boston University Education
Affiliate, headquartered in Cedar Knolls, NJ. With over 19 years
experience in corporate training and development, he has provided a variety
of services to his clients, from developing new systems or programs to
regional and national rollouts of new technology. He has worked on
a variety of IT development and infrastructure projects as well as a number
of Training & Development projects for a number of Fortune 1000 companies.
Over the past 10 years, he has worked on projects for clients such as Mercedes-Benz
USA, IBM, Hoffman-La Roche, Johnson & Johnson, PSE&G, and Exxon,
as well as a number of internal development projects. Prior to entering
the corporate world, Ernie served as an Engineer Officer in the US Army
Reserves, serving as a Project Manager for various military Civil and Combat
Engineering projects. His last assignment was as a Commanding Officer
for a Combat Engineering Company and held the rank of Captain, USAR.
Ernie is a Certified Technical Trainer (CTT+ - 1998), and a certified IT
Project Manager (IT Project + - 2000). In 2001, he was awarded
certification by the Project Management Institute as a “Project Management
Professional” (PMP). In February, 2003, Ernie became a certified
Microsoft Solutions Framework (MSF) Practitioner.
 |
Dave Davis, PMP |
Topic: PM Practices According
to Meatloaf
Abstract
In the late 1970's and even up to today,
a rock singer named Meatloaf had several hit songs regarding the perils
of life. This session will use some of the philosophy presented in
those songs and compare them to the daily life of a project manger.
This presentation will look at signs that signal the problem is approaching,
ways to avoid it, ways to know when you're in trouble, ways to minimize
the damage, and ways to survive after the fact. This presentation
will provide small examples of different situations within the day of a
project manager and address it accordingly. This presentation has
messages represented in a frame work that combines years of experience
with the daily life of a Project Manager. Includes tips on identifying,
avoiding, managing, surviving these perils. Included: "Paradise by the
Dashboard Light" - project startup; "I'll Do Anything for Love, But I won't
do That" - change control; "Two out of Three Ain't Bad" - expectations;
and others.
Bio:
Dave Davis is a certified PMP and has
been actively involved in the science of project management the last 20
years. He has a breadth of experience in many areas of
project management and is currently creating the Program Office for the
AT&T Business to Business Integration Services organization.
He has managed projects ranging from small internal efforts to multi-million
dollar supply chain integration projects. Besides a PMP, Dave holds
two master’s degrees including a MBA from Xavier University. He is
the charter sponsor of the Western Lake Erie Chapter of the Project Management
Institute, a member of the Board of directors in the PMI eBusiness special
interest group (SIG), he has published many articles, and delivered presentations
at professional conferences as well as the PMI international conference.
   |
Joe Duquette
Charlene McMahon
Charlie Rothrock |
Topic: A Risk Tool for Risky
Businesses
Abstract
A discussion of the implementation of
a risk management process and RiskNav® tool for the Air Force and other
government programs. This presentation identifies the process that
fostered the transition from stove-piped programs with occasional PowerPoint
slides identifying program risks to a formal risk management program (sharing
of risk information) integrated into on-going program activities.
RiskNav® is a prototype developed by MITRE to facilitate the risk process
and help program managers manage their risk space. RiskNav lets you collect,
analyze, prioritize, monitor, and visualize risk information in a collaborative
fashion. RiskNav provides the ability to view the consequence, probability,
and the status of managing each risk, in a single space.
Bio:
Joe Duquette, has over thirty years
experience in progressive leadership roles covering a wide range of finance,
operations, systems engineering, process improvement, and program management.
Joe grew to senior management through hands-on experience from the analysts
level through the director level of both the financial and program management
areas for government and industry. He has extensive experience in
management of multi-functional organizations, strong team building and
personnel management skills. His creative planning has resulted in significant
improvement in organization operation or transition of organizational elements
to new environments. He has broad knowledge of both government and
industrial approaches to financial and program management. Joe is currently
a senior member of MITRE’s Economic and Decision Analysis Center. His efforts
over the past two years have been devoted to system engineering process
improvement and the adoption of the CMMI as a process improvement framework
for MITRE’s Air Force Center. Joe is a retired Lieutenant Colonel with
20+ years of active duty. He has a BA in Mathematics from the State University
of New York, a BS in Meteorology from the University of California and
an MBA from the University of Montana.
Charlene J. McMahon is a Lead Economic
/ Business Analyst for the Economic and Decision Analysis Center at The
MITRE Corporation. In this position she provides acquisition support
to Department of Defense programs. For the past ten years she has worked
in risk management in some capacity. This support has ranged from
corporate knowledge base collection, environmental, safety and health acquisition
metric and cost analysis, to risk management process and tool development
and implementation for a critical large-scale government program.
She holds a B.S. in Resource Economics from the University of Massachusetts
at Amherst, and an M.S. in Information System Engineering, from Northeastern
University.
Charlie Rothrock, Chief Engineer
– Wyatt Program, is currently employed by the MITRE Corporation and is
providing project management and engineering support to the Federal government
in the areas of IT and communications. Prior to being employed by MITRE,
Mr. Rothrock has held marketing, operations and engineering positions for
AT&T; management and communications consulting assignments for EDS;
and project management and business development positions in the call center
business for the Teletech Corporation based in Denver, Colorado.
Mr. Rothrock’s educational background includes a B.S. in Business Management
from the University of Maryland, graduate level electrical engineering
and computer science program taught by Stevens Institute and a Master Certificate
in Project Management from George Washington University.
 |
Jerry Hill, PMP |
Topic: Establishing a Complete PMO
Abstract
Organizations at various levels of project
management capability and individual project management competency are
closely examining the project management office (PMO) as an operating function
improvement mechanism. For some organizations, the PMO will facilitate
the introduction of project management standards, tools, and practices,
and will guide and influence activities within the project management environment.
For other organizations, the PMO will lead efforts to ensure that project
management and business practices are integrated and consistently applied
across the enterprise to achieve strategic business objectives. Each
organization must deliberate its own current need for a PMO. This
presentation will begin with an overview of project management office (PMO)
design and purpose concepts. It will then consider a competency continuum
that describes five stages of a PMO structure—from a simple project office
to an organizational center of excellence—that can be adapted for organizational
use. Participants also will review a comprehensive list of roles
and responsibilities that can be introduced to serve the PMO’s business
integration needs. Then, there will be an examination of the 20 primary
functions of a PMO, with individual consideration and discussion of those
PMO functions that are applicable to their organizational needs.
Finally, they will identify some prevalent attributes of project management
maturity that can result from successful PMO implementation. This
program will allow participants to examine both the strategic deliberation
requirements and the practical design concepts needed to implement a centralized
capability for project management oversight, control and support within
an organization.
Bio:
Jerry Hill is Vice President of Technical
Services and Support at ESI. He joined ESI in1993, and has served
as an instructor, senior consultant, and director of consulting programs.
His management responsibilities include consulting product design and development,
technical solution delivery and client engagement management, business
and technical research, and development and implementation of ESI’s knowledge
management system. Mr. Hill has conceived and constructed processes
and methods that have enabled Fortune 100 and other client organizations
to realize maximum benefit from their investment in project management.
He has worked extensively with executives and managers at all levels to
design and deploy targeted project management practice solutions.
Mr. Hill led the team that developed ProjectFRAMEWORK®, a comprehensive
model that enables organizations to define current capability and to reliably
chart their course to full project management maturity. He continued
his work as the designer of the ProjectFOCUS® Project Management Methodology,
which offers a consistent and complete project management approach across
projects of all sizes, types, and levels of complexity. Mr. Hill
is also the chief architect of other ESI consulting products and technical
solution models, to include: ProjectFLAGSHIP®, Project Management Office
Model, ProjectPORTFOLIO®, Strategic Project Integration Model, and
ProjectLAUNCH™, Project Planning Workshop. Mr. Hill holds a master's
degree in human resources management/ organization development from Pepperdine
University and a bachelor's degree in applied mathematics from North Carolina
State University. He is a Project Management Professional (PMP),
and he attended the Advanced Management Program for executives at Duke
University’s Fuqua School of Business.
 |
David Hulett, Ph.D. |
Topic: Executive Risk Management
Abstract
Executives do not need to know the six
PMBOK Guide risk management processes, but they do need to know that answers
to the following questions:
What can risk management do for the organization?
– Improve performance!
What happens if I do not deal with risk?
– Increase the probability of failure!
How can I make risk management successful
in my organization? – Commitment!
What are some of the barriers to successful
risk management? – Lack of understanding!
What should I do first? – Champion the
effort!
This presentation explores the answers
to these questions in terms that you can use to help your executives appreciate,
support, and leverage effective project risk management practices.
Bio:
David Hulett consults in project risk
analysis and management through his firm, Hulett & Associates, LLC
of Los Angeles. His clients have included companies in many commercial
industries and aerospace and defense, as well as US Government agencies.
He focuses on qualitative and quantitative technical, cost and schedule
risk analysis and on project scheduling. With the Project Management
Institute Risk Management SIG, Dr. Hulett was project manager for the revision
of Chapter 11, the Risk Management chapter of the PMBOK® Guide that
was published in 2000. He is a member of the core committee to revise
the PMBOK® Guide for 2003. He served as a Director for Region
II in the first year of the RM SIG’s existence and currently serves as
Director of Technology Development. Dr. Hulett has presented
papers on cost and schedule risk analysis to many professional societies
including PMI (European Project Management conferences in Jerusalem (2000),
London (2001) and Cannes (2002) and chapters in Orange County, Los Angeles,
San Diego, Los Alamos and New Jersey chapters), INCOSE and AACE.
He presents annually at the conference of the Integrated Project Management
College (IPM) of PMI. He has presented papers on project risk analysis
at the Primavera Users Conference, Palisade User Conference and the INCOSE-RMSIG
joint risk management conference. He has recently published papers
in the Project Management Journal and PM Network on project risk analysis.
He has held strategic planning positions at TOSCO and TRW. In the
Federal government, Dr. Hulett managed offices in the Federal Energy Agency,
Department of Energy and the Office of Management and Budget. He
taught economics as an Instructor at Harvard University. His Ph.D.
is from Stanford and B.A. from Princeton.
 |
Martha Legare |
Topic: Creating at Warp Speed
Abstract
This presentation is a case study of an
international virtual project team that experiences an extraordinary leap
in creativity and productivity by adopting an innovative web-enabled, visually
based planning and communications platform. Conferencing technology
enabled the team to achieve effective interpersonal communications and
creative project development while working in a time pressured project
environment. Combining aspects of colorful visual project maps with
branches, linkages and hyperlinks, the technology also uses communication
icons to accelerate the feedback and learning processes while developing
a common project language. The technology offers a viable process
for teams that want to “work faster and smarter, not harder.”
Bio:
Martha Legare has been consultant, coach
and trainer to Fortune 500 industries for nineteen years. As CEO of the
Gantt Group, inc., she is a member of the Project Management Institute’s
Registered Education Provider Advisory Group and mediator for the American
Arbitration Association. Martha has designed and delivered numerous seminars
and developed Project Offices in the US, Mexico and Europe. Prior
to founding the Gantt Group, she attended John F. Kennedy University’s
MBA program while being a principal in a San Francisco Bay Area organization
development consulting firm. Martha’s management experience includes serving
as a general manager of a leading manufacturer and establishing a retail
business where she increased the initial investment by 16,667% in 3 years.
Martha is an innately strategic thinker with strong cross-cultural skills
and a steadfast commitment to improving the success of clients’ businesses.
  |
Thomas Laudise, Esq
Leonard Nuara, Esq
Nancy Saunders |
Topic: Improving the Odds
of Project Success
Abstract
Are the budgets for your projects getting
tighter each year? Are you nervous about your future based on the
success rate of your current project? If so, then one way to increase
your project’s probability for success is to monitor project risk more
closely and to unearth potential risks that you have not previously considered.
One area worthy of a closer look is the attorney responsible for negotiating
your project’s contract(s). Whether your attorney is a member of
in-house counsel staff for a Fortune 500 company or hired to represent
your interests as project consultant he/she can have a large impact on
the procurement and client negotiation of your project. Some questions
to consider include: Have you ever met your project’s attorney?
Are you on the attorney review list for your project? How much project
management knowledge does your attorney have? Does your attorney
understand the Project Manager’s needs in the procurement of products and
services for the project and are they clearly represented in your third
party contracts? If not, then through the use of specific examples
and several role-playing scenarios this presentation will enhance your
ability in these critical areas. We will improve your ability to
identify and manage project risk by providing you with an understanding
of contracting and negotiation principles. These principles will
help you to work effectively with the project’s attorney so that a third
party contract is itself an effective project management tool.
Bio:
Thomas Laudise is an attorney at
the law firm of Thacher Proffitt whose practice is focused on transactional
matters involving intellectual property, information technology, internet
and e-commerce. He has counseled clients, negotiated and drafted
agreements and been involved in litigation on a host of technology-related
matters including technology acquisition and licensing, domain name disputes,
restrictive covenants, copyright infringement, trademarks, alternative
dispute resolution, e-commerce, internet/website issues, privacy policy,
and co-branding/affiliate agreements. Mr. Laudise received his J.D. in
1987 from Rutgers University School of Law in Newark. While at Rutgers,
he was Articles Editor of the Rutgers Computer and Technology Journal and
a legal writing teaching assistant. Mr. Laudise also received his M.B.A.
degree from Seton Hall University in 1983 and a B.S. degree with a double
major in mathematics and Computer Science from the College of William and
Mary in 1980. Prior to becoming an attorney, Mr. Laudise worked as a software
systems analyst for a major insurance company. His work there included
application and system design, coding and implementation. He also provided
technical, management and end user support for all phases of application
development.
Leonard T. Nuara, is Chair of the
firm of Thacher Proffitt's Technology and Intellectual Property Practice
Group and specializes in the areas of intellectual property and information
technology matters. His practice includes representing vendors and purchasers
of computer and communications systems and services. He regularly handles
transactions including the negotiation of license and development agreements
for emerging technology companies, as well as transactions for established
companies acquiring or outsourcing information technology assets and services.
He is also an experienced trial lawyer in the fields of licensing disputes,
misappropriation of trade secrets, copyright and trademark infringement
and anti-competition matters, with a particular emphasis on information
systems and internet businesses. Since 1986, Mr. Nuara has been an
Adjunct Professor of Law at Seton Hall University School of Law in Newark,
New Jersey. He teaches various courses in Computer Law. In 1996, he became
an Adjunct Professor for Seton Hall University Graduate School of Business,
offering a Computer Law course for the M.B.A. program. A nationally
recognized lecturer about legal matters related to computer technology,
Mr. Nuara is also on the advisory and editorial boards of various technology
publications, including the Bureau of National Affair's Computer Law Reporter,
Glasser Legal Work's Cyberspace Lawyer, Aspen Publishing's Licensing Journal,
its E-Commerce Law Journal and its IP Litigator. Mr. Nuara is a monthly
columnist for the Licensing Journal and is an annual contributing author
for the Licensing Deskbook. He was Co-Chair and a contributing editor of
the Intellectual Property section of the ABA's Achieving Legal Business
Order in Cyberspace: A Report on Global Jurisdiction Issues Created by
the Internet. He has also prepared the chapter on "Obscenity and the Internet"
for the Aspen Law and Business treatise on The Law of the Internet.
Mr. Nuara graduated from Boston College cum laude in 1981, and from Seton
Hall University School of Law in 1984. He is the Co-Chair of the Intellectual
Property Sub-Committee for the Committee on Cyberspace Law for the Business
Law Section of the American Bar Association, and is a member of the Litigation,
Science and Technology, Intellectual Property, Torts and Insurance and
Antitrust Sections. He is also the former Chair of the Public Relations
Committee of the Computer Law Association.
Nancy Saunders is a Senior Consultant
with M.F. Smith & Associates, Inc. with more than two decades of business
experience. During the last ten years she has been responsible for
developing project management methodologies and tools as well as developing
project management-related learning strategies and solutions for companies
in the telecommunications and pharmaceutical industries. Ms. Saunders
current assignment focuses on utilizing project management techniques to
manage the design and implementation of e-learning solutions in the financial
service industry. Prior to her project management focus, Ms. Saunders
was the Product Manager of Training and System Engineering Services for
a Network Systems Integration company. Ms. Saunders holds a B.A.
in Psychology from Kean University and a Master’s Certification in Business
Administration from William Paterson University. She has been an
active member of the NJ Chapter of PMI since 1996.
 |
Ted Leeman |
Topic: Premium Blend: Training
Media and the Perfect Mix
Abstract
Today, there is a wealth of opportunities
for project managers to continue their professional education. Just
as sources of learning have multiplied over the past 5 years, so have,
overwhelmingly it seems, the media used for delivering education: CD-ROMs,
synchronous learning, asynchronous, self-paced, instructor-led…and many
more. This presentation is for those who ask: “How can I make sense of
it all?” , “What is my learning style?” , “What does the latest research
show?”, “Where can I find assessments or other tools to help select the
best approach?”, or “What’s the best approach for training my project team?”
In this interactive presentation, Mr. Ted Leemann will present answers
to these questions; define the terms used in learning delivery methods;
simplify the options available by illustrating advantages and disadvantages;
and provide concise tools and resources for tailoring learning based on
individual learning styles and work environments.
Bio:
Mr. Leemann has over twenty years of management
experience in the public and private sectors with particular emphasis on
project management and strategic planning. He is a recognized expert in
course development including requirement determination, curricula design,
and instructor course presentation skills. Mr. Leemann has developed
and presented training to thousands of students in the telecommunications,
automated information services industries and government. His experience
also includes the college campus where he developed and taught programs
on business subjects such as quality control, time management and process
redesign. Mr. Leemann has presented training courses around the world
receiving laudatory endorsements from diverse student groups. Recent speaking
engagements include the Software Technology Conference 2000, as well as
ASTD (American Society for Training and Development) 2001, The Maryland
Techway Conference 2001, the American Institute of Architects Annual Symposium
2001, US Army Medical Research Commanders’ Conference March 2002, and US
Army Community Commander Conference July 2002. He recently contributed
an article to the April 2001 Design and Build Magazine and has recently
been interviewed for United Airlines Sky Radio and for articles in Projects
At Work Magazine March 2002 and January 2003.
 |
Joe Lukas PMP, PE, CCE |
Topic: It Works! Risk Management
on IT Projects
Abstract
This presentation will provide ideas to
apply risk management to your projects! This presentation will describe
the successful use of risk management on an information systems (IS) project
to create a new worldwide project portfolio management system (CMS) for
a Fortune 500 company. This talk will discuss the specific risk identification
techniques used by the project team. The team used qualitative risk
analysis to better understand the potential of each risk event. The
scales used to assign a value for probability and risk impact for each
risk event will be reviewed. Using these numbers, an expected value
was calculated to determine which risk events warranted specific risk response
planning. This presentation will cover the risk response planning
done as part of the project plan. For all major risks, mitigation
and contingency plans were prepared. The talk will conclude with a discussion
on the use of risk monitoring and control on the project. Actual
risk events that occurred on the project will be described, along with
the responses by the team. The final project results will be compared to
the project plan to show how the team did, and how use of risk management
helped the team.
Bio:
Joe is currently the Industrial Business
Segment Leader for the Bergmann Associates Eastern Region. Bergmann
Associates is a full-service engineering firm with multiple offices including
Hoboken, East Windsor and Philadelphia. Joe is a Chemical Engineer
from Syracuse University, and has been involved in project management for
over 20 years. He has worked in engineering, manufacturing, construction,
project controls, estimating and contracting. Joe has also been a Program
and Project Manager supporting worldwide programs. His project management
experience spans product development, capital and IT/IS projects.
Joe joined PMI in 1984 and has held numerous Chapter offices including
President of the Rochester Chapter. Joe has written over 20 articles
on project management topics, and is a frequent guest speaker on project
management subjects for organizations and companies across the Northeast.
Joe is also an instructor and consultant on project management topics including
project planning, earned value, risk management, negotiating, and project
management best practices.
 |
Patti Petry, PMP |
Topic: Are We Having Fun Yet?
Abstract
We often hear top management telling us
to work hard, make our goals, reach those numbers, and have fun.
What exactly does this mean? If a team member enjoys the work and
does it well, is this fun enough? What more is needed? In my last twenty
years of working and managing software development and integration projects,
having fun has played an important part of helping a team learn to work
together smoothly and value each other. Drawing from my past experiences,
I'll talk about some of the fun activities and the importance to the projects.
This will include an array of contests and outings along with some do's
and don'ts. Overall, I’ll focus on how a project manager helps his
team have fun while getting the job done.
Bio:
Patti Petry, a Senior Program Manager
at Hewlett-Packard, has over twenty years of project experience in the
computer field, with fifteen of those years in management. She has
worked on both commercial and government projects in the US, and for the
last three years, has been focusing on international programs. Currently
a member of Consulting and Integration Division at HP, Patti is driving
several initiatives focused on business excellence in Europe and Asia.
Patti received her PMP certification in 1998.
 |
Mark Queen |
Topic: Countdown®: A Strategy
Game for Project Teams
Abstract
Paradigm Learning will expose participants
to a high-energy business simulation: Countdown: A Strategy Game
for Project Teams. This live simulation has been implemented by organizations
such as Delta Airlines, Intel, Caterpillar and other major corporations,
and plunges teams of learners into the thick of a mission-critical project.
Participants experience game-like fun and real life challenges. In
short, they experience the demands of working on a project team and discover
the elements of project success. Conferees will be able to experience
elements of a business simulation that is successfully helping organizations
deliver project management knowledge as well as enjoy revisiting some of
the basics that are critical to project management success.
In this 45 minute segment, we will be focusing
on behaviors involved in participating in, managing and controlling a project
--communicating effectively, gaining and managing commitment, and resolving
conflict - within the team, within the organization, and outside the organization.
Bio:
Mark B. Queen is a senior consultant for
Paradigm Learning. Paradigm Learning is a dynamic employee training and
communications organization specializing in the design of innovative discovery
learning programs through games and simulations. Mark has more than 20
years’ experience in various aspects of financial and service organizations.
He was a member of the Malcolm Bridge award-winning AT&T Universal
Card Services in 1992 and was responsible for delivering the quality story
to more than 50 organizations throughout the United States. Mark is a graduate
of Wake Forest University with a bachelor’s degree in economics.
 |
Carol Rauh Ph.D., PMP |
Topic: Stakeholder Analysis
& Communication Plan Development
Abstract
Experienced Project Managers know how
important communication is to project success. In a study done by
Harold Kerzner, Ph.D., 90% of projects that failed did so not because they
failed to have a detailed WBS, not because they didn’t monitor and track
their project, and not because they used the “wrong” project management
software or failed to use any other “hard” technique. The projects
failed because of soft factors – lack of teamwork, lack of political savvy,
and lack of good project communication.
According to CFO Magazine, 41 percent of
all business capital is spent on Information Technology. This shift
to an Information Age economy created a huge demand for knowledge workers.
Many knowledge workers become Project Managers. Yet critical soft
skills are generally not part of our education. How many of you learned
soft skills in school? So a key question for is: How can Project
Managers hone the soft skills that are essential for project success?
This presentation will focus on communication,
specifically, communication planning. We will review what goes into
a project’s communications plan, along with a number of key communication
techniques. We’ll discuss how to perform stakeholder analysis, followed
by a hands-on example of using stakeholder analysis to identify strategies
for approaching and communicating with project stakeholders. Attendees
will leave the presentation equipped with communication planning skills
they can immediately apply to their projects.
Bio:
Dr. Carol Rauh has 25 years of experience
managing high technology projects and government research grants.
She has made significant contributions to corporate project management
training, methodology development and implementation, process definition,
marketing, and mentoring. Now a Senior Consultant with ESI International,
Dr. Rauh specializes in establishing and managing Project Management Offices,
focusing on defining and implementing project management processes and
practices into corporate organizations. Prior, she worked in a technical
capacity on many IT projects and headed a University Research Center focused
on public policy analysis, development, and evaluation. Dr. Rauh
has a Ph.D. in Research Methods and Statistics from Rutgers University,
where she also earned an M.A. degree in Policy Planning, Development, and
Evaluation. She received a Master’s Certificate in Project Management
from The George Washington University and is certified by the Project Management
Institute as a Project Management Professional (PMP). She is currently
a member of the PMBOK 2004 Core Update Team and serves as Co-Lead of the
Knowledge Areas. She is an affiliate faculty member in the graduate
Project Management Program at Stevens Institute of Technology. In
addition, she actively participates in the New Jersey Chapter of PMI.
 |
Dr. Aaron Shenhar |
Topic: Strategic Project Leadership(TM)
Abstract
Strategic Project Leadership(TM) is a
new approach to project management that focuses projects on creating competitive
advantage and winning in the marketplace. It is based on the realization
that project management in the 21st century will be completely different
than it has been in the last fifty years. In the more traditional approach,
project managers and teams were typically focused on getting the job done,
and meeting time and budget goals. Strategic Project Leadership(TM), or
SPL, provides a more modern and wider view. It suggests that projects are
done for business results, and that just ‘getting the job done’ is not
enough. This presentation will provide a mindset, a framework, and a practical,
step-by-step approach on how to connect project management to business
results and how to turn projects into powerful competitive weapons. This
approach is being implemented by leading organizations, and their business
results will be presented.
Bio:
Dr. Aaron J. Shenhar is a world leader
in project management and technology management scholarship, a consultant,
lecturer, and teacher. He is the Institute Professor of Management and
the founder of the project management program at Stevens Institute of Technology.
He is also a visiting professor at Tel-Aviv University and the Technion
in Israel. He was named, “Engineering Manager of the Year” by the Engineering
Management Society of the IEEE in 2000. Prior to his academic career, he
has been involved in managing projects, innovation, R&D, and high technology
businesses for over 20 years. Working for the Israel defense industry,
he participated in all phases of engineering and management -- from project
manager through the highest executive posts. As executive at Rafael, the
Armament Development Authority of Israel, he was appointed Corporate Vice
President, Human Resources, and later, President of the Electronic Systems
Division. Dr. Shenhar's current work focuses on research, teaching, and
consulting in project management, strategic project leadership, technology
and innovation management, product development, and the leadership of professionals
in technology-based organizations. He is serving as a consultant to major
corporations such as 3M, Honeywell, Trane, US Army, Compaq Computer, BMG
Entertainment, Lockheed Martin, and Israel Aircraft Industry. With more
than 150 publications to his credit, his writings have influenced technology
management research and education throughout the world. Dr. Shenhar holds
five academic degrees in engineering, statistics, and management, including
a Ph.D. in Electrical Engineering from Stanford University.
 |
Karen Sinclair, B.Soc.Sc, M.Sc. |
Topic: Project Leadership
in the 2nd Millennium
Abstract
On every dimension, the environment of
business has become transformed in a process that started before the end
of the last millennium. In doing so, it has altered the relative importance
of the different leadership techniques practiced by a successful team leader.
This presentation intends to show that to be successful, the team leader
must be more of a generalist, adaptable to new technology, yet receptive
to and cognizant of the innumerable specialists comprising today's business
team. It is based on the experience in the software development environment,
which has seen critical changes in its role and application in society,
its impact on the economy, its technical dimensions, and its material,
cultural and social composition.
The presentation analyzes ten observed
environmental factors in terms of their impacts on the job of project leadership.
It also highlights motivational skills needed to elicit the best from what
is now a culturally diverse fabric in a technically dynamic environment,
as well as, other soft skills demanded of today’s project managers.
A complete set of project leadership skills includes technical expertise
with project management techniques and tools and the business savvy to
know when and how to make use of them. The inevitable conclusion
contends that leadership, even in technically demanding projects, is still
about people and responsiveness to the circumstances in which we find ourselves.
Bio:
Karen Sinclair is a Business Systems Analyst
and Project Leader. She is also owner of SoftwarePlus Consulting
Company and a past President of the Livingston NJ Chapter of Business Network
International. Karen holds a Bachelors degree in Management from
the University of Guyana, and a Masters of Science degree in Business Systems
Analysis and Design from the City University Business School in London,
England. She has over twenty years practical experience developing
software for business, and combines this extensive business savvy with
contemporary technical proficiency to provide consulting services to fortune
500 and other companies.
 |
David Pearce Snyder |
Topic: Project Managers in
Revolutionary Times
Abstract
As the classical Greeks first observed,
“change ” is the only future certainty. Fortunately, most significant
change occurs at an incremental, manageable pace. Periodically, however,
the historic, background rate of change is accelerated by contemporary
events. America today is confronted by a tidal wave of new workplace
technology, which is transforming how, where, when and with whom we will
work in the 21st Century. Futurist David Pearce Snyder will present
an “instant pre-play ” of the next 10 years in America, describing
the applications of mature information technology, including “Frictionless
Transactions”, “Smart Machines”, “Info-Mated Operations", “Grid ” computing,
“Virtual Enterprises ” and “Communities of Practice,” that will dramatically
alter the style, form and substance of project management in the decade
ahead.
Bio:
David Pearce Snyder is Life Styles Editor
of The Futurist magazine, and a data-based forecaster whose seminars and
workshops on strategic thinking have been attended by representatives of
most Fortune 500 companies. Mr. Snyder has published over 100 studies,
articles and reports on the future of a wide range of industries, institutions
and professions, and on the socio-economic impacts of new technology.
He is Editor/Co-Author of five books, including Future Forces (1984) and
America in the 1990’s (1992), and has appeared on Nightline, The Today
Show, CNN and MSNBC.
 |
Ann Tomalavage, P.E., PMP |
Topic: Turning Engineers into
PM’s
Abstract
True or False? The best engineers/programmers/accountants/scientists
make the best project managers.
Yes or No? Project leaders are born,
not made.
Where do YOU get good leaders for your
projects?
Can you develop outstanding project managers
regardless of their background?
What skills do they need to be marvelous?
How do you transform them?
Do you need to be an alchemist?
What if you’re trying to make the transition
yourself?
How can you do it more smoothly than your
predecessors?
Do you need an alchemist?
Ann M. Tomalavage, P.E., PMP, was responsible
for transforming engineers and scientists into project managers, when she
was Principal Project Manager with a nationwide environmental consulting
firm. Ann’s job was to persuade these excellent technical people
that budgets really DO matter, that understanding the contract type can
inform how you manage a project, that people (team members, clients, the
public, other stakeholders) really CAN make or break your project.
Now in private practice, Ann has helped software engineers, programmers,
architects, nurses, doctors, accountants, and other technically trained
people make the transition to project leader. Ann will share what’s
worked for her, and will invite you to share your challenges and successes
with the group.
Bio:
Ann M. Tomalavage, P.E., PMP, has over
25 years of professional experience, and has been a practicing project
manager since 1984. Ann holds a B.S. and an M.S. degree in Civil
Engineering from the University of Delaware. Ann is a registered
professional engineer, and is a certified Project Management Professional
(PMP) . Ann works with organizations and individuals who are frustrated
by overrun projects, missed deadlines, and dissatisfied customers.
Ann’s specialty is helping technical personnel understand, embrace, and
apply project management principles. Ann also assists firms with
strategizing, planning, and costing proposals, and facilitating project
kick-off meetings. She also helps organizations revamp their workflow.
Ann was Principal Project Manager at Roy F. Weston, Inc., where she managed
millions of dollars’ worth of profitable environmental projects.
Ann was responsible for leading proposal efforts for small to large projects
and programs. She was also responsible for training and developing
project managers at Weston, and she created a program for mentoring new
project managers, to assist them in making the transition from strictly
technical responsibilities to business and communications responsibilities.
Ann assisted new PMs in identifying skill gaps and helping to bridge the
gaps through coaching and training. She also led a project to develop
a PM-friendly project information interface with the project accounting
system. Ann led a project management training and development engagement
with General Services Administration (Region 3) in Philadelphia.
Ann has conducted seven project management training courses at Conrail
for PMs from diverse backgrounds (engineering, risk management, finance,
operations, information systems, administration, labor relations) and in
remote locations. Ann has also conducted PM training for an international
pharmaceutical contract research organization (CRO), for the Utah Department
of Environmental Quality, for the information systems department at a nationwide
construction firm, and for a county in Pennsylvania. Ann has trained
over 1000 project managers since 1992. Ann has taught project management
at Penn State, Drexel and Villanova. Ann is qualified to administer
the Myers-Briggs Type Indicator (MBTI). She applies the MBTI to projects,
including influencing and communicating with clients, peers, management,
and project team members.
Updated: 05Sep08 |
