Exponential Project Management - PMBOK and Beyond! Speakers Monday Symposium May 5, 2008 Sold Out - No Walk-ins

SIGs

Doug DeCarlo

Topic:  Succeeding on eXtreme Projects: How to Lead Yourself and Others in the Face of Volatility

Abstract:
The exponential demands of today’s high-speed, high-change projects can easily take a toll on one’s personal life.  Faced with eXtreme projects, many project managers and their teams end up living lives that vacillate between frantic and quiet desperation.  If we are not careful, instead of having projects, our projects will have us.

Self-Mastery – the practice of leading oneself – is the antidote to self-misery. And the more successful we are at leading ourselves, the better we are able to lead others.

In this humorous and motivational Keynote, Doug DeCarlo will draw lessons from over 250 project teams from around the world.  With the help of his African drum, he will share proven practices for leading yourself and others to success in the face of volatility, despite today’s project-crazy organizations.

Bio:
For the last 17 years Doug has lived in the trenches with over 250 project teams from Bethlehem, Pennsylvania to Beijing, China. He now works with managers who undertake projects under what he calls “eXtreme conditions:”  Those settings that are characterized by high speed, high change, high unpredictability and high stress.

Doug’s work and his writings have earned him international recognition as a motivational speaker, workshop leader, consultant and columnist.  He has served as a member of the Project Management Advisory Group of George Washington University as well as on the Project Management Committee of the Drug Information Association.

Beyond his own practice, Doug is a Senior Consultant in the Agile Project Management Practice for the Cutter Consortium where he has been named Consultant of the month.  He also heads the Extreme Project Management department for gantthead.com and has served on the advisory boards of Project Connections.com and ProjectWorld.

Doug is the featured contributor to the book, The World Class Project Manager: A Professional Development Guide.  And, he is the author of the widely acclaimed, landmark book entitled: eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility.

Dr. J. Davidson Frame, PMP

Topic:  An Agile World: Beyond PMBOK and Other Orthodoxies

Abstract:
From its origins in the 1950s through the 1990s, a major goal of project management has been to move from infancy to maturity, from ad hoc management to process-driven management. In the IT arena, this entailed developing disciplined system development life cycles (SDLCs), which culminated in the Waterfall Model and in the establishment of the Capability Maturity Model (CMM). In the arena of general project management, it entailed articulating PM standards through A Guide to the Project Management Body of Knowledge (PMBOK Guide).
Dr. J. Davidson Frame examines the move toward maturation of software development and project management. He points out that the maturation of a discipline is crucially important if the discipline is to have business value. However, at a certain point – when a discipline has reached a critical mass of maturity – it may be important to engage in what Harvard’s William Abernathy calls de-maturation, an attempt to rejuvenate the discipline so that it takes on a fresh perspective. The recent emergence of interest in agile and iterative software development techniques suggests it is time to focus on de-maturation.
Questions Dr. Frame raises during his presentation include: At what point does maturation morph into senility? To what extent do standards – as captured in the PMBOK Guide and CMM – hamper innovation rather than promote good software development practice? What does effective de-maturation encompass when looking at software development? What traits of agile and iterative development techniques (such as Scrum, RUP and rapid prototyping) have the greatest impact on rejuvenating software development practice? What pitfalls do they generate? What should we look for in creating meaningful project management standards in future PMBOK Guides?

Bio:
J. Davidson Frame, PhD, PMP, is Academic Dean at the University of Management and Technology (UMT) in Arlington, Virginia, USA. He has been active in project management since the 1970s and has written ten books on the subject, including the business best seller, Managing Projects in Organizations (2003).  Prior to joining UMT, David was a Professor of Management Science at The George Washington University (1979-1998), where he was Chairman of the Management Science Department (1988-89), and Director of the International Center for Project Management Excellence (1995-98). In the 1970s, he was vice president at Computer Horizons, Inc., where he directed more than 30 software development projects.
David has been actively involved with the Project Management Institute (PMI®) since the late 1980s. He served as PMI’s Director of Certification during 1990-96 and Director of Educational Services during 1997-98.  David served on the PMI Board of Directors during those periods and again during 2000-2002.  In 1993, he won PMI’s Distinguished Contribution Award, and in 1995 PMI’s Person of the Year Award.  He was named a PMI Fellow in 2004. He has trained more than 35,000 managers in the past twenty five years.
He has delivered management programs at many organizations, including Morgan Stanley, Credit Suisse First Boston, Hewlett-Packard, Sprint, Marriott, the IRS, DoD, the White House, the Social Security Administration and the Department of Energy. David Frame has a Ph.D. and an M.A. from American University and a B.A. from the College of Wooster in the USA.  David can be reached at Davidson.frame@umtweb.edu.

Lou Russell

Topic:  Interdependency: The Next Evolution in Project Management

Abstract:
Project Management is no longer a specialty . . .  it is a core competency required for any corporate citizen to be successful.  Join Lou Russell to think about how this trend impacts the role of the PMP and those looking to become project management professionals.  Attendees will leave this session with the tools needed to take project management to the next level at their organization.

Bio's:
Lou Russell is president and CEO of Russell Martin & Associates, a consulting and training company focused on improving business results.  Lou and her staff deliver learning experiences that are fun, flexible, fast and measurable.  She focuses on project management, leadership and organizational learning problems.
She is the author of The Accelerated Learning Fieldbook and Project Management for Trainers, IT Leadership Alchemy, Leadership Training, and Training Triage.  Her newest book 10 Steps to Successful Project Management was published in May 2007. She is a frequent contributor to Computer World, Cutter Executive Reports, and Inside Indiana Business, among others, and publishes the monthly Learning Flash electronic newsletter.  Lou is also the author of The People Side of Project Management, part of the Villanova Advanced Project Management certificate program. A popular speaker, Lou addresses national and international conferences such as the Project Management Institute, Project World, LotuSphere, ASTD and the Society of Information Management (SIM).  She has been the chair of the Shared Insight’s Project Management Reality conference. She holds an (expired) computer science degree from Purdue University, where she taught database and programming classes, and a Masters in Instructional Technology from Indiana University. Her career has included positions as a programmer, database administrator, Help Desk implementer/manager, technical trainer and manager of technical training. She has experience consulting in IT, sales, operations and human resources process improvement.
Igniting, affirming and sustaining learning is a personal mission, evidenced by Lou’s activities outside the company. In addition to work with children’s charities and the Indianapolis SIM organization, she coaches and plays soccer, and teaches religious education.  Lou is also a senior consultant with the Cutter Consortium and has served on the High Tech Task Force in Indiana, as well as the boards of ITT Technical Institute and Butler University.  She was elected to “Who’s Who in Indiana Technology” in 1995 and named “Women of the Year” in 2000 by Women & Hi Tech.

Joel Adler, Ph.D. Keith Hornbacher, MBA

Topic:  A Look at the Critical Chain Method (CCM)

Abstract:
CCPM offers an alternative to classic project management that promises greater efficiencies by introducing novel techniques and principles for managing the tasks that comprise one or more projects sharing the same resources.
This presentation introduces these concepts and then discusses some of the revised management perspectives required to support the approach.

Bio:
Dr. Adler currently directs and teaches in P3 (Projects, Portfolios, and Programs) studies in the Organizational Dynamics Program at the University of Pennsylvania.  He also is founder and president of University Informatics Associates, Inc. (UIA).  UIA provides IT strategy consulting services and develops custom software for the distribution and manufacturing industries.
He has taught courses in Information Systems Strategy, Project Risk Management, Program Management and Operations Research at the Wharton School, Penn Engineering and the School of Arts and Sciences.
He has three graduate degrees from Penn, a Ph.D. in Operations Research, M.S. Computer Science, and an M.S. in Physics.

Keith Hornbacher, MBA, founder and principal consultant of Hornbacher Associates, specializes in project risk management in the aerospace/defense, energy, pharmaceutical, medical devices, and health care sectors in North America and Europe.
Mr. Hornbacher has managed teams of risk analysts while pioneering Monte Carlo simulation of complex project risks. Among signature achievements are analyzing cost/schedule risks of stealth aircraft and off-shore oil drilling platforms. His project experience in private and public sectors ranges from mega-projects to innovative startups.
As an Affiliated Faculty member, University of Pennsylvania, he teaches graduate project risk management courses.  In addition, Mr. Hornbacher conducts seminars for PMI.

Kevin Aguanno, PMP, MAPM

Topic: Agile Project Management

Abstract:
1,000% over budget.  2 years late.  We've all heard about projects where the original budget and schedule were exceeded by orders of magnitude.  How could this happen given competent project management?  Whether in government or private industry, project managers face a huge challenge when confronted with continually-changing requirements.  How can you plan when the WBS keeps changing?  Traditional project management  approaches suggest that we take a snapshot of the requirements as a baseline, and then use change control in an attempt to minimize the impact of any shifting requirements.  Sometimes, however, these changes are a reality that the project sponsor has to accommodate.   The new Agile Project Management methods help deal with these situations.
Participants in this session will learn the founding principles and techniques of Agile Project Management with examples from real-world projects that used these methods to control changing requirements.

Bio:
Kevin Aguanno has written and spoken widely on agile project management and on agile project management methods, such as Scrum, Feature-Driven Development, Lean Development, and others.  He is the author of books on the topic including An Introduction to Agile, and Stealth Methodology Adoption; audiobooks on the topic including Agile Project Management using Scrum, and Managing in the Face of Ever-Changing Requirements; and he is the editor of Managing Agile Projects which includes chapters from many of the people who invented these new agile methods.

Rick Bayney, Ph.D.

Topic:  From Project Management to Portfilo Management – Bridging the Competency and Organizational Gaps

Abstract:
Although Knowledge Areas and Process Groups for Project Management have been well recognized, areas of competency related to the successful practice of Portfolio Management have yet to be established.  This presentation examines Portfolio Management requirements for strategic, analytic, and organizational capabilities that transcend those traditionally associated with successful Project Management.
The fundamental differences in roles and responsibilities of Project and Portfolio Management are summarized  and help define the competency and organizational gaps that separate both disciplines.

Bio:
Dr. Richard M. Bayney is the President & Founder of Project & Portfolio Value Creation (PPVC), a consulting boutique that provides Training and specific client services in Project, Portfolio, Resource, and Risk Management as well as Strategic, Scenario, and Business Planning in the Healthcare and other industries.  In his previous position, Dr. Bayney was Vice President, Portfolio Management & Decision Analysis, Johnson & Johnson Pharmaceutical Research & Development (J&J PRD).  Prior to his arrival at J&J PRD, he was Executive Director of Decision Analysis & Portfolio Management at Bristol-Myers Squibb and Head of Strategic Planning for the Biotechnology division of Bayer Corporation.
Dr. Bayney spent 10 years in Molecular Biology research at Merck & Company and Bayer Corporation/A.G. and 2 years on a foreign assignment as an international Project Manager.  He holds M.Sc. and Ph.D. degrees from London University, an M.B.A. from Columbia University, and a PMP from the Project Management Institute.
Dr. Bayney is a faculty member of the University of Pennsylvania where he lectures to graduate and executive students in the areas of (a) Project Portfolio Management and (b) Decision Modeling.  He is a frequent speaker in the area of ‘Risk Analysis, Asset Evaluation, & Portfolio Management in Drug Development’ to several organizations and is an Advisory Board Member to Cambridge Healthtech Institute.

Dennis Bolles, PMP

Topic:  Achieving the Power of Enterprise-Wide Project Management

Abstract:
How enterprises can effectively incorporate the organization’s business strategies and specific tactics into their portfolios and programs of projects so only the right projects are performed, are initiated at the right time, receive the resources necessary to be successfully completed, and deliver the benefits and value desired by the enterprise.

Bio:
Dennis Bolles has more than 30 years experience with providing business and project management professional services.  Dennis Bolles is president of DLB Associates, LLC, whose primary focus is working with organizations to establish project business management processes, developing and enhancing enterprise project management centers of excellence, creating project management methodologies, and planning organizational project management training programs.
Bolles was the PMI Standards project manager who led the project core team to a successful completion and on-time delivery of the PMBOK® Guide Third Edition in 2004.
He is a published author of many project management articles, seminars, and two books entitled Building Project Management Centers of Excellence, AMACOM, NY, June 2002 and co-author of The Power of Enterprise-Wide Project Management, AMACOM, NY, January 2007.  Visit his website at www.dlballc.com for information about both books.

J. Kent Crawford, PMP

Topic:  The State of the PMO: Priorities for Advancing PMO Maturity

Abstract:
This presentation explores how the Strategic Project Office provides project management expertise throughout the organization. Learn how to overcome the political foes of a more active project office, and how to change the very culture of the organization to a "project culture." Ground-breaking new research on PMOs will also be shared.

Bio:
Kent Crawford is the founder and CEO of Project Management Solutions, Inc. (PM Solutions) and PM College. His experience spans more than twenty five years, where he has been responsible for the development of systems requirements and the functional design of integrated project management systems for a number of Fortune 500 organizations.
He is the Former President and Chair of the Project Management Institute (PMI®). During his tenure in office, Mr. Crawford implemented innovative programs, which resulted in an astounding fifty percent membership growth for the Institute. His leadership in PMI has been widely recognized as a primary driver in PMI's success.
Mr. Crawford is a recipient of the PMI Fellow Award, PMI's highest and most prestigious individual honor. A prolific speaker and advocate of the profession, he is also the award-winning author of The Strategic Project Office: A Guide to Improving Organizational Performance (for which he won a David I. Cleland Project Management Literature Award from PMI), Optimizing Human Capital with a Strategic Project Office, Project Management Maturity Model: Providing a Proven Path to Project Management Excellence, and Project Management Roles & Responsibilities.

Jack Ferraro, PMP

Topic:  Three Leadership Competencies

Abstract:
We will explore three critical leadership competencies that project managers must be keenly aware of to move beyond the PMP® to true Project Management Professionalism. With your PMP® certification as a solid foundation, we’ll explore how you can overcome predictable project leadership roadblocks through these leadership competencies; Building Trusted Relationships, Consultative Leadership, and Developing Courage
Outcomes
1. Identify the basic components of building trust-based relationships on projects, the benefits of such relationships and the practical applications of building long-lasting trust-based relationships
2. Use trust-based relationships to become a project advisor, and see why customers and team members want the proper advice
3. Use practical applications to advise team members, customers and sponsors in order to achieve buy-in, commitment to act, and become a consultative leader
4. Overcome obstacles, and develop the courage needed to manage change in your professions and measure leadership competencies that really matter in your career

Bio:
Jack is the founder of MyProjectAdvisor®, which improves organization project delivery effectiveness (faster and cheaper!)   Jack has 18 years of experience working with project teams with extensive experience managing complex enterprise technology and business process improvement projects.
Jack is the author of The Strategic Project Leader: Mastering Service-based Project Leadership.  He has published articles for PM Network, PMI’s monthly magazine, including:
 “Successful Sourcing” – PM Network, April, 2002
 “Begin with the End” – PM Network, February, 2003
 “A Question of Trust” – PM Network, December, 2004
 “Self-Directed Leadership Development” – PM Network, May, 2006
Jack is a popular international speaker on project management leadership and competency. He has spoken at 5 PMI Global Congresses including the North America 2007 – “Separate from the Pack!”

Peter Heinrich

Topic:  Portfolio Resource Planning: A Key to Success in Project Management

Abstract:
A great deal of effort has gone into defining, refining, and elaborating the role of the project manager and project teams. Not enough attention has been paid to the role of the line (resource or functional) manager in the product development life cycle process, especially with regard to portfolio planning. Portfolio management is a forward looking process that is best served by credible data. This presentation focuses on the role and the relationships of the resource manager in an effective portfolio management process.

Bio:
Peter Heinrich has a long history in technology product development and management process implementation. During a 20 yr career with Xerox, he managed the group that developed the original Star Workstation functional specification and later played key roles in program management and planning process design. In 1989 he co-founded Integrated Project Systems (later called IPS Associates) where he created the IPS portfolio management practice. Based on his experience with corporations large and small, Peter designed the portfolio resource planning and management process that is instantiated in Portfolio DecisionWare’s products.

Denny Panakal, PMP

Topic:  Project Management – Beyond the Finish Line

Abstract:
Project Managers in IT are always privy to valuable information and business intelligence
through subordinates, business users and others. Can PM’s help an organization gain an
advantage? This interactive presentation explores how going beyond PMBOK and enhancing
customer service can help organizations enhance their image, positioning the PM as a catalyst
for opportunities.

Bio:
Senior Project Manager at DATA Inc. has over 14 year of experience developing leading edge custom software solutions for the pharmaceutical and financial industries across a variety of platforms and databases. As a recognized industry speaker and published writer, Denny possesses expertise on software development project management, pharmaceutical training and business intelligence.  He currently holds the credential of a Certified Project Management Professional and a B.E. in Computer Science. Prior to joining DATA Inc., he has worked in areas of digital communication networks and defense sector companies such as Hughes Network Systems, Verifone, Aeronautical Development Agency and National Aerospace.

Mary Kay R. Trail, PMP

Topic:  The Power of Simplicity

Abstract:
In this warp speed world with pressured due dates, complex projects and few resources, let's go back to the basics.  Many projects only require the application of simple PM tools and techniques to achieve success.   The Power of Simplicity will review the basics necessities to get things done quick, fast and cheap.

Bio:
Associate Director, Wyeth Pharmaceuticals
Mary Kay has been responsible for over 150 projects in several industries over the last 20 years.  She created and led Portfolio, Program, and Project Management Offices.  She developed and taught classes in all three disciplines.
She created the HIPPA PMO for a large healthcare insurance company. The program required 100’s of people’s efforts to implement procedures and educate 40,000 employees, providers, and millions of customers.  She led the multi-site, multi-functional transition of over 3000 employees during a company merger and the turn-around of a 1000 person operation.
She has a true belief and passion in the use and value of the fundamental principles of Project Management.

SIGs

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