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John H. Cable, PMP & Jocelyn S. Davis |
Topic: Optimizing the Global
Project Management Team
Abstract:
Moving into the new millennium, Project
Managers are faced with an increasingly global workplace with shortfalls
of highly skilled, experienced and committed workers. It is important
to develop, utilize, and optimize our full workforce capacity across the
organization and across the world. Effective utilization of
a diverse workforce from different cultures, customs, values and work habits
is a key element of the Positive Workplace, one in which individuals flourish
and organizations thrive.
This presentation considers the insights
offered from positive psychology – the study of how people flourish – and
relative to workplace diversity within the context of our increasingly
competitive, global environment.
Davis and Cable make a strong case for
implementing key elements of positive psychology into managerial education
and training to yield better business results. These key elements
include strengths-based management, solutions-focus, development of psychological
capital (hope, resilience, optimism, and confidence), the essential role
of emotions both positive and negative, and workplace engagement.
We will also see how values, bias, and our natural desire for safety influence
our ability to fully realize the benefits of the diverse workforce.
The presenters will share their findings
of how positive psychology may suggest a new pathway to developing and
optimizing the global workplace. They conclude that the challenges
of the global workplace with all its nuances requires that we move beyond
current practices to more effectively optimize diverse workplace in geographically
dispersed organizations tasked with meeting global demands for productivity
and innovation
Bio:
John H. Cable, R.A., PMP
John is a PM leader with over 35 years
experience managing projects, which have included consulting; design/build
business; developing energy conservation research; managing a large Federal
program in energy conservation standards; and teaching. He is Executive
Director, Graduate Project Management Program, Clark School of Engineering,
University of Maryland. He teaches courses in Project Management Fundamentals,
and Managing Projects in a Dynamic Environment and is widely sought after
for seminars/workshops. He is chairman of the Project Management Institute’s
Global Accreditation Center Board of Directors, member of the science council
of NASA’s Center for Project Management Research, and an invited member
of GSA’s Project Management Working Group working to establish a project
management framework for the Federal Government. John is a graduate
of Clemson University and Catholic University and is a PM doctoral candidate
at the University of Maryland.
Jocelyn S. Davis
Jocelyn is well-grounded in the hard facts
of the business world as a former chief financial officer and current independent
director on several boards. She is also, however, well versed and
quite persuasive, about the business value of the soft stuff and the enduring
competitive advantage to be found in the positive workplace. As the
chief financial officer of several large, complex organizations, she was
actively involved in the conceptualization, scoping, initiation, execution,
management and closure of a wide variety of projects: information
technology, financial and treasury systems, corporate change, business
acquisition, etc. In addition to her financial and project expertise,
Jocelyn is an executive coach and consultant working with organizations
and individuals to enhance their performance. She is president of
Nelson Hart LLC which leads the Positive Workplace Alliance, a global alliance
developing knowledge and business applications for positive psychology
applications. She is an adjunct instructor in the Graduate Project
Management Program, Clark School of Engineering, University of Maryland.
Jocelyn is a graduate of the College of William and Mary and practiced
as a certified public accountant.
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Robert K. Wysocki, Ph.D |
Topic: A Common Sense Approach
to Managing Complex Projects
Abstract:
The contemporary information technology
(IT) landscape can be characterized as a two-dimensional grid. Those
projects for which both the goal and the solution to reach it are clearly
defined are well-supported by traditional project management (TPM) approaches.
Those projects whose goal and solution are not clearly defined are well-supported
by extreme project management (xPM) approaches. But what about those projects
whose goal is clearly defined but whose solution is not? A new approach
called Adaptive Project Framework (APF) is designed specifically for those
situations.
APF is an iterative and adaptive five-phase
approach designed to deliver maximum business value to clients within the
limits of their time and cost constraints. The fundamental concept underlying
APF is that scope is variable, and within specified time and cost constraints,
APF maximizes business value by adjusting scope at each iteration. It does
this by making the client the central figure in deciding what constitutes
the maximum business value and how scope should change to achieve it. A
very good example of an APF project was given to us by President John Kennedy
when he said to NASA: “Your mission is to put a man on the moon by the
end of the decade and return him safely.” There can be no confusion or
ambiguity about that goal. But how would it be done? When the challenge
was issued we can be certain that NASA didn’t have a clue how they would
do it. The IT discipline abounds with examples of APF projects. Until APF
was first defined, IT didn’t have an approach that worked well. Trying
to fit TPM into an APF project was just courting disaster and outright
project failure.
APF represents a shift in thinking about
projects and how they should be run. Here are a few tidbits to get your
APF juices flowing:
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It is a new mindset – one that thrives on
change.
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It is not a “one size fits all” approach -
it continuously adapts to change.
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It utilizes a just-in-time planning approach.
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It adapts tools and processes from TPM and
xPM to the APF project.
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It is based on repeatable principles and therefore
can be integrated.
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It is based on the principle that you learn
by discovery.
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It guarantees “if you build it they will come.”
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It seeks to get it right every time.
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It is client-focused and client-driven.
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It is grounded in the following set of immutable
core values:
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Client-focused
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Client-driven
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Incremental results early and often
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Continuous questioning and introspection
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Change is progress to a better solution
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It delivers maximum business value.
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It eliminates all non-value added work.
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It is less costly and requires less time to
execute than TPM.
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It meaningfully and fully engages the client
as primary decision maker.
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It is based on a shared partnership between
client and team.
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It works – 100% of the time! No exceptions!
Bio:
Robert K. Wysocki, Ph.D., has over 40
years experience as a project management consultant and trainer, information
systems manager, systems and management consultant, author, training developer
and provider. He has written 15 books on project management and information
systems management. One of his books, Effective Project Management, 4th
Edition, has been a best seller and is recommended by the Project Management
Institute for the library of every project manager. He has over 30 publications
and presentations in professional and trade journals and has made more
than 100 presentations at professional and trade conferences and meetings.
He has developed more than 20 project management courses and trained over
10,000 senior project managers.
In 1990 he founded Enterprise Information
Insights, Inc. (EII), a project management consulting and training practice
specializing in project management methodology design and integration,
project support office establishment, the development of training curriculum
and the development of a portfolio of assessment tools focused on organizations,
project teams and individuals. His clients include AT&T, Aetna, Babbage
Simmel, British Computer Society, Boston University Corporate Education
Center, Computerworld, Converse Shoes, Czechoslovakian Government, Data
General, Digital, Eli Lilly, Harvard Community Health Plan, IBM, J. Walter
Thompson, Ohio State University, Peoples Bank, Sapient, The Limited, The
State of Ohio, Travelers Insurance, US Army Signal Corps, Wal-Mart, Wells
Fargo, ZTE and several others.
He is Series Editor for Effective Project
Management for Artech House, a publisher to the engineering profession.
He is a member of the ProjectWorld Executive Advisory Board, the Project
Management Institute, the American Society of Training & Development,
and the Society of Human Resource Management. He is past Association Vice
President of AITP (formerly DPMA). He earned a BA in Mathematics from the
University of Dallas, and an MS and Ph.D. in Mathematical Statistics from
Southern Methodist University.
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Kimi Ziemski, PMP |
Topic: Women and Leadership:
Opening Your Perspective on Practices of Some of the Best Project Managers
Abstract:
Statistics and personal experience reveal
the impact that women are having in the workplace. The US Department
of Labor cites that in 2006, 60% of women, or approximately 70 million
were labor force participants with the largest percent in professional
occupations and representing 40% of the world’s workforce. Project
Managers needing to fill their resource gaps may already realize that women
are projected to account for 51% of the increase in total labor force growth
between the years of 2004-2014 and have plans to tap into this qualified
resource pool. (Source: http://www.dol.gov/wb/stats/main.htm)
Celebrating diversity has become a by-word
in corporate America. There is still, however, an undercurrent of
gender differences and conflicts that affect our ability to deliver our
very best in this competitive and resource intensive environment.
Managers from both the private and public sectors with project responsibility
know that gender issues in their environment affect their probability of
success. Team leads have seen that gender based conflicts in their
culture must be addressed as they progress forward in project management.
Project managers have the unique opportunity
to affect organizations in a highly productive manner as they lead, advise,
protect, and propel cross-functional teams in more than the work of the
organization - also the way that the organization works. This session
will assess leadership, communications and conflict resolution skills for
project managers considering how these essential project management skills
are leveraged by women as successful project managers. We will learn
why biology matters – and when it does not. We will begin to
explore styles of leadership and the impact of style on the project team.
We will also look at the project organization, productivity and the intersection
of women and international leadership.
This thought-provoking and interesting
session is for men and women who believe that our best chance of success
lies in the combination of talents and competencies of all of the individuals
involved in the organization without regard but with respect to gender.
Bio:
Kimi Ziemski is an experienced project
account manager and marketing professional. Her expertise includes
leading technology and software-intensive projects, executive coaching,
building and leading cross-functional teams, and program management for
large, complex engagements. Ms. Ziemski has more than 20 years of
experience in project management, including product development, account
management and management, business process re-engineering, organizational
development, technology deployment, project management training, mentoring,
and team building. Ms. Ziemski has managed complex projects in the
telecommunications, professional services, and manufacturing industries.
Her consulting experience includes engagements
with multiple agencies within the Federal Government, as well as industry
engagements AT&T, Toyota Financial Services, Boeing, Toyota Motor Sales,
various not-for profit employment groups, SABRE Technologies, and Dow Jones.
Client services included maturity assessments, project launches, troubled
project recovery, and project portfolio management processes.
Ms. Ziemski’s focus on communications,
leadership, conflict resolution and negotiations have been instrumental
in her ability to deliver top of class results both in her corporate career
with AT&T and as an independent consultant.
Ms. Ziemski has a B.S. in Information Technologies
Management, is a certified Project Management Professional by Project Management
Institute, and a qualified administrator of the Myers-Briggs Type Indicator.
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Merrick Rosenberg |
Topic: Discover Your Project
Management Style
Abstract:
Are you ready to discover your project
management style and how this impacts the environment in which you’re working;
did you realize that your and others behavior sends a message- wouldn’t
you like to know what the message is?!
This discovery process will be facilitated
by the Team Builders Plus who are experts in helping individuals and teams
to realize their strengths and develop the skills that create long-lasting
personal, professional, and organizational success.
This session is based on the DiSC®
Behavioral Profile, an assessment tool that heightens awareness of one's
own behaviors and those of others. Every participant will get the
opportunity to complete the DiSC® profile to assess their Project Management
style. In turn, this interactive workshop will raise our awareness
for how to recognize others styles. This information can be utilized
to engage teams and improve your communication with all levels of management.
Your event payment includes this engaging
workshop, the DiSC® profile to complete and self score at the start
of the workshop and a workbook that will serve as a resource both during
and after the program.
Bio:
Merrick’s excellence in the field stems
from eighteen years as a facilitator, performance coach, and management
consultant. He co-founded Team Builders Plus in 1991 and has worked with
people at all levels, from line staff to senior managers. He specializes
in leadership, team, and organizational development. He also coaches individuals
using 360-degree feedback results and behavioral style.
He received his MBA specializing in Organization
& Human Resource Development from Drexel University. Merrick is a member
of the ASTD, is a Certified Professional Development Trainer, and is certified
facilitator of the DiSC® Behavioral Model.
Highlights of Merrick’s work includes:
Coaching senior executives at major corporations; Providing communication
and conflict management skills training for entire organizations; Creating
a more positive and productive team environment for departments of hundreds
of employees and teams of a dozen; and coordinating and debriefing organizational
climate surveys for small and mid-sized companies.
Merrick has worked with more than a quarter
of the current Fortune 100 companies in 28 states and around the world.
Merrick consults organizations on all phases of the 360-degree feedback
process. He advises companies on everything from 360 survey design and
pre-rollout employee orientations, to administering assessments and report
design, to the critical coaching phase that turns feedback into action.
He is also an expert at linking 360 results with behavioral styles.
Merrick is also an engaging speaker and
presenter. He has been a featured guest on Money Matters Today on the Comcast
Network. He has spoken for organizations such as: ASTD, the Society for
Human Resource Management, the Project Management Institute, the International
Society for Performance Improvement, the Employer’s Council, the American
Society for Quality, and Vistage International.
Merrick has worked with small and large
organizations in a variety of industries such as AAA, Aramark, Bank of
America, Blue Cross Blue Shield, Campbell Soup Company, Chase, Comcast,
D&B, Ford Motor Company, GlaxoSmithKline, Hewlett-Packard Company,
Johnson & Johnson, L’Oreal, Lucent Technologies, Nabisco, National
Institute of Health, Okidata, PECO Energy, PHH Mortgage, Reliance Standard
Life, Sea Ray Boats, ShopLocal, and the US Army and Air Force.
Merrick is a member of the Courier-Post
Human Resources Advisory Board and ASTD. He has been published in numerous
publications including, ASTD’s Training & Development magazine, Training
magazine, SJ Magazine and more.
Updated: 17Aug08 |
