 |
Speaker: Walter Antonell |
Vu-Graphs
Topic: Success Tips for Large
Scale Projects
Introduction
Even a very talented, very experienced
Project Manager, with lots successful projects behind him, probably harbors
a secret fear that on any given day, their boss can come out of his office
with a new project, the biggest, most important project that the organization/company
has ever undertaken. Of course there will be a lot at stake counting on
the project being a major success. And of course it will come with very
sketchy requirements, perhaps a negotiable budget, but already have a pre-publicized
very ambitious completion date. And it will be big. Perhaps, it will be
an acquisition, or a major restructuring. It will need the best Project
Manager possible to make it happen. Who will the boss assign this critical
project to? He'll look to his most talented most experienced Project Managers.
He'll look to you to take this on.
Suddenly, you have a matrixed project
team of over 100 members, and deliverables and dependencies across numerous
organizations in the company, and lots of management visibility. Where
do you start? How do you organize? How do you keep this much breadth under
control?
This is the type of Project that grabs
headlines in the news.
The Focus of This Presentation
The focus of this presentation is how
do you take charge of this huge project with so many people, organize it,
control it and make it happen on time, within budget and meeting or exceeding
stakeholders objectives.
This presentation is for senior level
experienced Project Managers that understand "project management" concepts.
It is a practical "how to" approach with techniques used in successful
large-scale projects including Mergers and Acquisitions.
It will also include a listing of success
tips and a "Best Practices" view of how to proceed. The life cycle of the
process, organization, planning/scheduling requirements and project control
techniques will be highlighted.
Bio: Walter is President of TechLabs,
Inc., holds an MBA and is a prior Fortune 100 executive, with hands on
experience in major corporate transformation projects. He is a blue chip
consulting executive, lecturer and developer of courseware for the AMA
and a member of Who's Who.
His consulting experience spans major
corporate transformations as a Director with KPMG, Cap Gemini and BA&H.
Mr. Antonell served for 12 years as the
COO of Bantam, Double Day, Dell Publishing Group, Inc. He developed the
strategic plan and executed the successful integration of Bantam, Double
Day, Dell Publishing Group, Inc., encompassing publishing entities in excess
of $1 billion, meeting all profit, schedule and budget objectives. He eliminated
more than $40 million in costs, closed and sold three Double Day distribution
facilities and consolidated three New York office locations into one. He
also converted systems to the Bantam, Double Day, Dell cluster, moved 100
million books into a combined facility with no interruption in services
and met sales unit budget the first year. This propelled Bantam, Double
Day, Dell, Inc. into the number one position in fulfillment.
As corporate vice president for Citibank,
Mr. Antonell led the Advanced Technology Group, responsible for today's
ATM machines. He developed and installed an on-line project monitoring
process controlling $100 million in systems development. He also established
and managed corporate control and interface with all Citibank groups for
the technology management functions, as well as MIS strategies for all
Citibank groups.
As corporate vice president of logistics/systems
for Xerox Corporation, Mr. Antonell`s major project responsibilities included
installation of the corporate distribution system requiring two hour response
time for over 37 thousand tech reps.
As vice president of operations (COO)
Mr. Antonell directed Olivetti's acquisition of Underwood Corporation and
transformed it into Olivetti of America.
 |
Speaker: Clifford Bernstein |
Vu-Graphs
Topic: Challenges of E-Commerce
Projects
Bio: Mr Clifford M. Bernstein
is a Senior Consultant and Project Manager with the Computer Sciences Corporation
(CSC) Consulting Group. He has built a reputation as both a manager of
timely, cost-effective business application delivery, and as a planner
who incisively identifies business needs and creative solutions. His subject
matter expertise is in the healthcare, software product development and
manufacturing environments. His experience encompasses more than 25 years
of program/project management, software development, business analysis,
and strategic and technology planning for various Fortune 500 companies
in the US, Europe, Latin America and Asia.
Mr. Bernstein played multiple roles while
at Exxon including Manager of Software Technology for Exxon Corporation's
500 operating organizations and as Chief Information Officer for their
Brazilian Computing Operations. He also served as Vice President for Software
Development at the Magna Software Corporation. As Director of Advanced
Technology for the IBM and Baxter partnership in healthcare information
systems and vertical clinical systems, he integrated their product lines
and assisted in their achieving profitability. While consulting at Lucent
Technologies, he project managed the electronic commerce implementations
for the sales organization.
Mr. Bernstein has a BS in Mathematics
from Trinity College in Hartford, Connecticut and an MS in Mathematics
from New York University.
 |
Speaker: Carol Brennan |
Vu-Graphs
Topic: Managing Software Projects:
A Level 5 Perspective
Ms. Brennan's presentation will begin with
a brief description of the CMM(R),developed by the Software Engineering
Institute of Carnegie Mellon University, and a high-level review the Key
Process Areas included within the framework. A transition into the Telcordia
Technologies journey to level five of the CMM, including activities undertaken
that were the key contributing factors to the successful level 5 assessment
will follow. A review of the Telcordia Quality Management System, highlighting
some of the project management functions which make it work, will be included.
Ms. Brennan will wrap up with a sharing of key learnings from the Telcordia
experience along with a question and answer session.
CMM is a registered trademark of Carnegie
Mellon University.
Bio: Carol Brennan is the
Vice President and General Manager of the Quality and Operations Center
at Telcordia Technologies, Inc. where she is responsible for corporate
quality. Carol has twenty-two years of experience with Telcordia in the
areas of quality strategy, policy and implementation, and software application
development, including design, development, testing, performance, maintenance,
and customer support. Carol earned her BS and MS in Applied Mathematics
from Florida State University. She is a member of Quality New Jersey, American
Society for Quality and is an active member of the Telephone Pioneers Organization.
 |
Speaker: Luis Cabassa |
Vu-Graphs
Topic: PM Role in the Pharmaceutical
Industry
Corrective and preventive action of nonconformances
is an important part of a quality system. Regardless of whether the quality
system is based upon an ISO, cGMP or TQM framework, corrective and preventive
action is a fundamental aspect of any system and a continuous improvement
mindset.
In the healthcare products industry, it
is clear that the expectation of the Food and Drug Administration (FDA)
is that compliance issues are identified and resolved. The regulatory enforcement
risks are high when they are not. Warning Letters are routinely issued
to firms for not getting at the root cause of problems, as well as the
lack of timely closure.
The project management professional plays
a critical role on corrective action teams. The tools of the trade of the
project manager often make the difference in whether issues are truly resolved.
This presentation makes the case for the value-added contribution of the
project management professional and need to ensure that this is provided
for in the regulatory strategy of a firm.
Bio: Luis A. Cabassa, PMP,
is currently a Manager of Regulatory Affairs with Aventis Pasteur. Luis
has served in the pharmaceutical and biologics industries for nearly 20
years and has experience in the areas of Project Management, Operations
Management, Materials Management, Purchasing, Supply Chain Management,
Quality Control, Quality Assurance and Regulatory Affairs. During his career,
he has worked with such companies as Warner-Lambert, Bristol-Myers Squibb,
MOVA Pharmaceutical and Aventis Pasteur. Luis has managed projects in the
areas of technology, transfers, research and development of new drugs,
pharmaceutical facilities construction, validations, business development
and strategic planning. Luis holds a BS degree in Microbiology from the
University of Puerto Rico at Mayaguez, an MBA specializing in Industrial
Management from the Inter American University and is currently conducting
studies towards a master's degree in Project Management from George Washington
University. In addition he is a certified Project Management Professional
(PMP) by the Project Management Institute and is also a Certified Purchasing
Manager by the National Association of Purchasing Management (NAPM).
 |
Speaker: Michael Clark |
Vu-Graphs
Topic: Managing Team Involvement
The most popular question asked in business
is, what are the qualities of a good leader? This question used to be asked
frequently in project management circles until the software wave overwhelmed
the profession. The failure, however, of PM software to create successful
Project Managers has brought us back to the old question. The human component
of project management is returning. This paper reveals research and an
approach to applying leadership skills that have not been previously applied
within the project management profession. The session will also help us
to determine the skills and styles of very effective leaders.
What is there in common in the make-up
of Vince Lombardi, Martin Luther King, Colin Powell? The pursuit of some
common style among this diverse array of people would be a futile one.
They have employed different approaches, possessed different strengths,
appealed to different groups. In fact, the worst place in which to look
in seeking a successful approach to leadership is in the personality of
a successful leader. This is especially relevant in organizations that
are requiring more and more employees to take on project management roles.
The presence of visible "leadership traits" wanes as organizations sink
deeper into their talent pools for project managers. Organizations then
find themselves in the position of having to develop leaders from within
their ranks.
Bio: Michael Clark is a Senior
Manager within Modem Media's Internet Customer Service Solutions consulting
practice. His primary focus is providing strategic council to large organizations
whose strategy includes building superior customer loyalty through digital
and web-based technologies. A significant amount of his work involves translating
strategic vision into actionable project based initiatives.
Mr. Clark's consulting experience spans
both the manufacturing and service sector. Some of his prominent clients
include: Eastman Kodak, Chase Bank, Merck, Bayer, Delta Airlines, Johnson
& Johnson, and Lockheed Martin.
Prior to joining Modem Media, Mr. Clark
worked with Kepner-Tregoe as a Senior Consultant responsible for analyzing
organizational work processes and studying high performance project management
environments. He also facilitated executive decision-making sessions and
the design of complex new product development plans.
Previously, Mr. Clark worked at CIGNA
Property & Casualty Companies, Inc. as a Senior Loss Control Specialist.
In this capacity, Mr. Clark was responsible for protecting the assets of
major commercial insurance risks in the Eastern U.S. His manufacturing
experience also includes time as a Production Manager for Mid-Island Non-Ferrous
Foundry Corporation in New York.
Mr. Clark received his M.B.A. in Management/Organizational
Behavior with a concentration in Corporate Strategy from New York University.
He holds a B.S. in Industrial Technology from State University of New York
College at Buffalo. Mr. Clark is an active member of Project Management
Institute (PMI), the American Society for Quality (ASQ), and is a frequent
speaker at national and local conferences. Recently, he was a featured
speaker at the 1999 PMI National Seminars & Symposium in Philadelphia
 |
Speaker: Peter Egan |
Vu-Graphs
- NOT AVAILABLE
Topic: VisualProject Demo
for the MS Project User
VisualProject will provide a multi-media
presentation of our innovative graphical technology highlighting the drag-and-drop
interface for the planning, modification and reporting of project plans.
The productivity enhancement add-ins of this product facilitating data-entry
and communications through visual processing of diagrams will be discussed.
The demonstration also includes VisualProject's interactivity with MS Project.
Bio:
 |
Speaker: Randy Englund |
Vu-Graphs
Topic: Creating an Environment
for Successful Projects
Project work is fast becoming a majority
of the work performed in modern organizations. Development and launch of
successful new products and services hinges on forming a thoroughly integrated
"project-based organization" (PBO). The objective is to achieve greater
results from projects selected and underway in the organization. This requires
management to understand the what, how and why of developing project management
as an organizational competency. Upper managers have a great deal to do
with project success. However, project support is much more than just sending
people off for training.
This presentation covers essential components-the
pieces of a large puzzle-drawn from experience, that become necessary to
create an environment for successful projects.
Important steps include:
-
clear goals and upper management support for
a PBO
-
developing an upper management team to oversee
the project management effort
-
linking each project to organizational strategy
-
understanding sources of anxiety that inhibit
getting results
-
organizing to reward project management
-
supporting core teams
-
aligning projects with customers
-
developing a project management information
system
-
developing a project manager selection and
development process
-
installing a project review process to learn
from project experiences
-
supporting an ongoing project management initiative
in the organization
Managers are more effective when they learn
best practices in project management and how to support those practices.
Develop an organic organization that stresses accountability for the success
of the whole, authenticity and integrity in action, and an internal market
model for deploying resources. Examples demonstrate how these practices
are accomplished in major corporations such as Hewlett-Packard, including
an integrated model for linking projects to strategy.
Former HP CEO Lew Platt provides impetus
to manage project management by stating "Crisp execution of projects is
critical to the survival of today's organizations...An imperative facing
HP managers as well as our partners is to create an environment where the
projects that we choose are successful. This [presentation, based on Graham
and Englund's] book provides important guideposts for that quest."
Bio: Randall L. Englund (Randy)
is an internal consultant and project manager at Hewlett-Packard Company.
He is a member of the Project Management Initiative team whose purpose
is to lead the continuous improvement of project management across the
company. Drawing on experiences in project management, marketing, field
service, and manufacturing, he leads workshops and facilitates project
management practices with product developers. Although Randy completed
an MBA in management at San Francisco State University and a BS in Electrical
Engineering at the University of California, his real education came while
managing large projects at HP and General Electric. Together with cultural
anthropologist and consultant Robert J. Graham, Randy co-authored the book
Creating an Environment for Successful Projects: the Quest to Manage Project
Management (Jossey-Bass Publishers, 1997). Randy is a former director for
the Product Development and Management Association (PDMA), a member of
the Project Management Institute (PMI), author of several articles, frequent
speaker and seminar facilitator, and an advisor for the Strategic Management
Group.
 |
Speaker: Greg Githens |
Vu-Graphs
Topic: How to Align Projects
with Strategies
Is your project management process clear
on how to deliver value to key strategic initiatives? This session provides
a step-by-step approach to linking projects and programs into strategy-aligned
portfolios. You will learn about:
-
Recognizing the classic mistakes that organizations
have made in building prioritization strategies and examine the state of
the art in information technology and new product development projects
-
Defining three types of IT portfolios and
why each one is prioritized, justified, and managed differently
-
Determining requirements for the strategic
planning process
-
Building stakeholder buy in
-
Eliminating "popcorn priorities" in projects
that lead to constant and unproductive organizational churn
Drawing from experience, as well as Dilbert
and the Far Side, this presentation is pragmatic, thought-provoking, and
lively. Don't miss it.
Bio: Gregory D. Githens, PMP,
has a special interest in the strategic relationship of projects and programs
to organizational performance. He is a popular speaker and has presented
at seven PMI symposia as well as a dozen other project management conferences.
He has published articles in PMNetwork and is a regular columnist on Program
Management for the Product Development Management Association. Greg is
a past member of the PMI Standards Committee and is currently a member
of the revision team for the new exposure draft of A Guide to the PMBOK.
He is also a certified New Product Development Professional, as awarded
by the Product Development & Management Association. Greg is Managing
Partner of Catalyst Management Consulting and has extensive experience
across a number of industries in building alignment of projects and programs
with organizational strategies.
 |
Speaker: Robin Goldstein |
Vu-Graphs
Topic: Tools & Techniques
for R&D Projects
Dedicated cross functional teams, with
representatives from Research, Toxicology, DMPK, Chemical and Pharmaceutical
Development, Clinical Pharmacology, Early Phase Commercial Development
and Project Management, have been established at Novartis with the objectives
of (1) managing projects from early Research through Proof of Concept (PoC)
in man, (2) elaboration of therapeutic area strategies and (3) evaluation
of in-licensing opportunities. A fundamental tenet of this concept, referred
to as PRIDE (Proof of Research in Development), is to: 1) optimize selection
of NCEs for further development, 2) rapidly develop compounds to test PoC,
and 3) improve the attrition curve in late development.
Project management tools are critical
in providing an analysis of strategic options for Early Development projects.
One example of the utility of Project Management tools is the analysis
of development options for an integrated strategy for a lead molecule (Drug
A) and its backup (Drug A1) . Using Project Management tools, an integrated
strategy for both projects identified limited development plans with a
common strategic decision point, allowing selection of the best molecule
to proceed for further development with relatively limited investment.
Data to support this strategic decision included PoC data in man for this
class of molecules, evaluation of PK/PD relationships for Drug A and Drug
A1, and studies addressing other technical issues (e.g., chemical stability,
toxicology).
Another example illustrating the utility
of Project Management tools is the identification of critical/non-critical
path activities for Drug B and the potential costs-savings achievable by
deferring non-critical path activities. Drug B is being developed for rheumatoid
arthritis and has a novel mechanism of action. One of the Early Development
options evaluated focused on minimizing development costs until PoC was
established in Phase IIA in patients, given the novel (and unproven) mechanism
of action of Drug B and relatively higher risk in development.. By identifying
and deferring non-critical path activities to after PoC was established,
Early Development costs were reduced by approximately 2 mio CHF with no
impact on overall project timelines. In this way, Project Management tools
provided an effective means to identify non-critical path activities and
thus, limit the investment in Early Development until the compound "proved"
its clinical potential.
Bio: Robin S. Goldstein, Ph.D.
is currently a Project Leader in Global Project Management at Novartis
Pharmaceuticals and is responsible for leading a cross-functional team
dedicated to early development projects in 3 therapeutic areas: (1) Cardiovascular,
metabolic, and endodrine; (2) arthritis and bone metabolism; and (3) antiinfectives.
Prior to her appointment as Project Leader in 1997, she was a Director
of Experimental Toxicology at Sandoz (1994-1997), Assistant Director of
Toxicology at SmithKline Beecham (1990-1994) and Associate Senior/Senior
Investigator at SmithKline (1983-1990). Robin received her Ph.D.at Michigan
State University and received postdoctoral training at the Chemical Industry
Institute of Toxicology.
 |
Speaker: Gary Heerkens |
Vu-Graphs
Topic: The Art of Managing
Management
Project managers are continually "offered"
direction and feedback from various members of management. Unfortunately,
these encounters can sometimes be very unpleasant, difficult to deal with,
or personally challenging; some may be unexpected, others unwelcome. Some
may be rooted in misinformation about you or your project, and others may
simply be inappropriate in nature. At the same time, however, most project
managers recognize and acknowledge the need -- and the importance -- of
maintaining a healthy working relationship with all management stakeholders.
It follows, then, that effectively managing the management interface will
naturally include the ability to effectively deal with these inevitable
difficult situations.
Accordingly, this paper will focus on
and address two critical questions: (1) What can project managers do to
decrease the probability of encountering difficult situations? (2) What
can project managers do when faced with difficult situations?
We'll begin by examining which members
of the management ranks may be likely to provide direction or feedback
to project managers, noting that this group could include management representatives
that some project managers hadn't even considered. We'll continue by describing
and defining the nature of these encounters -- in particular, what factors
give rise to their existence, and what makes them so difficult to handle.
We will explore the question of why managing
the management interface is vital to a project manager's future, the effects
of not taking the appropriate action(s), and a caution not to be manipulative
in the way they handle the management interface.
Then - in a very practical, "how to" manner
- two potential solution sets will be offered: the first is a list of specific
actions that project managers can take which are aimed at reducing the
chances that these situations will occur. These are largely suggestions
on how to manage the management interface on a day-to-day basis. The second
solution set offers project managers several practical tips on how to deal
with difficult and challenging situations when they do occur. This aspect
is treated as a series of suggestions aimed at conditioning the project
leader to react in certain ways when confronted with certain specific,
difficult situations. The objective is to help project managers learn how
to act - and react -- in ways that will enable them to more effectively
manage the management interface.
Bio: Gary R. Heerkens, PMP,
PE is a consultant, trainer, lecturer, and author in the field of Project
Management. He is the president of Management Solutions Group, a Rochester,
New York based company which specializes in providing Project Management
educational solutions and organizational development support.
Prior to founding Management Solutions
Group, Gary managed a wide variety of project types and sizes for the Eastman
Kodak Company for over 20 years. He also served as staff assistant
to the Director of Project Management at Kodak, where he designed and taught
several project management training programs, helped develop Kodak’s capital
project process methodology, and acted as an internal project management
consultant across the company.
In addition to teaching and consulting,
Gary serves on the Editorial Board of the Successful Project Management
Newsletter and served on the review committee for PMI’s A Framework for
Project Management Seminar. He is a PMP, a licensed Professional Engineer
in New York State, and is currently in his second term as president of
the Rochester Chapter of PMI. He holds BSME and MBA degrees from the Rochester
Institute of Technology.
 |
Speaker: Rick Holmes |
Vu-Graphs
Topic: Managing Team Involvement
The most popular question asked in business
is, what are the qualities of a good leader? This question used to be asked
frequently in project management circles until the software wave overwhelmed
the profession. The failure, however, of PM software to create successful
Project Managers has brought us back to the old question. The human component
of project management is returning. This paper reveals research and an
approach to applying leadership skills that have not been previously applied
within the project management profession. The session will also help us
to determine the skills and styles of very effective leaders.
What is there in common in the make-up
of Vince Lombardi, Martin Luther King, Colin Powell? The pursuit of some
common style among this diverse array of people would be a futile one.
They have employed different approaches, possessed different strengths,
appealed to different groups. In fact, the worst place in which to look
in seeking a successful approach to leadership is in the personality of
a successful leader. This is especially relevant in organizations that
are requiring more and more employees to take on project management roles.
The presence of visible "leadership traits" wanes as organizations sink
deeper into their talent pools for project managers. Organizations then
find themselves in the position of having to develop leaders from within
their ranks.
Bio: Rick Holmes is the Director
of Kepner-Tregoe's Strategic Project Management Practice. His primary focus
is on strategy implementation, new product development, project portfolio
management and complexity reduction efforts. He also assists organizations
to build enterprise-wide expertise in decision-making and business process
improvement.
Over the last ten years, Mr. Holmes has
consulted with clients in a variety of industry settings worldwide, including
Hallmark International, the Industrial Development Agency of Ireland, Corning,
WL Gore and Johnson & Johnson.
Mr. Holmes writes, speaks and conducts
research on various Strategic Implementation and Project Management topics.
The subject of some of his research will be reviewed at the Conference
Board's Project Management Forum this coming June in New York City.
Mr. Holmes received his B.S. in Information
and Decision Sciences from the University of Illinois at Chicago with a
focus on Operations Management and Management Information Systems.
 |
Speaker: Jonathan Japka |
Vu-Graphs
- NOT AVAILABLE
Topic: Primavera Project Planner
for the Enterprise (P3e)
See how to manage your entire Project
Portfolio with Primavera Project Planner for the Enterprise (P3e). A typical
Pharmaceutical Company will be used to demonstrate the power of the software.
Using a single database, all the needs of an organization can be met, from
summary reporting to the CEO, to time writing by a Lab Technician. No consolidation
is ever required.
Integration of Research, Clinical trials,
Manufacturing, Marketing, and Regulatory Affairs timelines will be demonstrated.
Viewing and managing resource requirements across all Divisions of the
company will also be shown. Learn how to manage all your timelines in a
simple straight-forward manner.
Bio:
 |
Speaker: S. Kandaswamy |
Vu-Graphs
Topic: Using the Monte Carlo
Method to Assess Risk
The objective of this presentation is to
encourage the use of Monte Carlo Simulation in risk identification, quantification,
and mitigation especially in the areas of project scheduling and cost control.
PMBOK states that traditional mathematical analysis techniques such as
the Critical Path Method (CPM) and the Program Evaluation and Review Technique
(PERT) tend to underestimate project durations and strongly recommends
that simulation should be used on any large or complex project. Many project
managers are either unaware of this very valuable tool or mistaken in their
belief that this methodology is too complicated to use.
To illustrate the principle behind Monte
Carlo simulation, the audience will be presented with a hands-on simulation.
Selected groups of audience will be given directions to generate task duration
numbers, randomly, for a simple 4-task project. This will be replicated,
say five times, so there are five runs of data. Results from each iteration
will be used to calculate the earliest completion time for the project
and the audience will identify the tasks on the critical path for each
iteration.
Then, a computer simulation of the same
4-task project will be shown, using a commercially available tool. At the
end of these exercises, the audience will be able to appreciate the insight
offered by the simulation. They will learn that the earliest project completion
time, yielded by the traditional methods, is too optimistic. They will
also find out that tasks on the critical path could vary from one simulation
run to another.
The presentation will be targeted towards
a beginner (novice user) and so it will be at a basic level. Audience is
not expected to know anything about any simulation methods.
Once the underlying principle behind the
Monte Carlo Simulation is understood, hopefully, project managers will
feel comfortable to use one of many commercially available packages for
risk identification, quantification, and mitigation.
The presentation will provide:
-
The rationale behind the use of Monte Carlo
Simulation
-
A hands-on simulation experience for a 4-task
fictional project
-
Results from a computer-simulation for the
same 4-task fictional project
-
A list of key inputs to a simulation model
-
Guidelines in the selection of distribution
models
-
A walk-through of another Microsoft Project
with Monte Carlo Simulation
-
A list of selected reference articles
-
An opportunity for questions and answers.
Bio: S. Kandaswamy (Kanda) is
a Principal Technical Staff Member at AT&T. He has over 12 years of
experience with the company. His current assignments include: Network and
Capacity Planning for the ATM (Asynchronous Transfer Mode) network and
Performance Monitoring. He has led a Task Force of Telcordia, RBOCs, and
Independent Telco network administrators and switch engineers and modified
the Telcordia's LSSGR on Traffic Measurements. He received the "CIO/CTO
Circle of Excellence Awards" from the Vice President of Consumer Communications
Service, AT&T, for setting the standards for the long distance network.
S. Kandaswamy obtained his PMP certification
in 1999. He has worked as a Project Manager in several companies before
coming to AT&T. He has a bachelor's and master's degree in Mathematical
Statistics from India. Also, he received his Ph.D. in Systems Technology
from the Indiana University. He has published articles in journals and
presented papers in the area of capacity planing and evaluation.
 |
Speaker: Paul Koehler |
Vu-Graphs
Topic: Being a PM in a Non-PM
Environment
Through my 10 years managing technology
projects in the Wall Street industry, I have rarely found a client that
performed technology projects using formalized project management methodologies.
In these fast-paced, competitive, and often chaotic environments the emphasis
is placed on starting the execution phase immediately and racing to deliver,
often juggling multiple priorities along the way. Using brute force and
long hours some of these projects succeed, while others fail.
Managing a complex cross-functional technology
project within budget and on time in this environment can be an enormous
challenge. When in this situation, a critical success factor is getting
the client to understand, and buy-in to a project management process. Obtaining
this 'buy-in' can sometimes be a project within a project, and is critical
to the success of the endeavor. A project, or at least the PM, is doomed
if the client sponsor and key project team members do not see value in
using a project management process. If the project proceeds haphazardly,
the project manager becomes nothing more than a gantt charting expediter.
How does the project manager gain client
acceptance of the fundamental project management approach while keeping
the overall project well planned and on course? Reflecting on my experience
managing projects in chaotic environments this article will suggest solutions
to this two-fold challenge.
Bio: Mr. Koehler is an independent
consultant with over ten years of experience leading domestic and international
technology projects in the financial industry. Prior to starting his project
management consulting business Mr. Koehler spent eight years with CSK Software
in New York City, a software and services firm specializing in trading
room systems technology. His most recent role with the firm was Director
of Fulfillment for North America.
Mr. Koehler is a Certified Project Management
Professional (PMP) and a strategic partner of Sun Microsystems Professional
Services organization.
For questions or other inquiries you can
contact Mr. Koehler via email at pkoehler@bestweb.net.
 |
Speaker: Thomas Marron |
Vu-Graphs
Topic: Scheduling in an R&D
Environment
Bio: Tom Marron has fourteen
years experience managing projects in various capacities. While performing
a variety of project planning and scheduling functions Tom developed an
expertise in the Primavera suite of products. Prior to founding Schedule
Solutions, he served as an authorized Primavera trainer and lead consultant.
There, he began focusing on applying project planning to pharmaceutical
projects. He implemented master planning tools for Non-Clinical Development,
Clinical Development and Facilities Planning. Tom also gained five years
of utility project planning experience with ABB and another four years
in large construction management projects with Turner Construction. Mr.
Marron holds a bachelor's degree in civil engineering.
 |
Speaker: William Matthews |
Vu-Graphs
Topic: Tools & Techniques
for R&D Projects
Dedicated cross functional teams, with
representatives from Research, Toxicology, DMPK, Chemical and Pharmaceutical
Development, Clinical Pharmacology, Early Phase Commercial Development
and Project Management, have been established at Novartis with the objectives
of (1) managing projects from early Research through Proof of Concept (PoC)
in man, (2) elaboration of therapeutic area strategies and (3) evaluation
of in-licensing opportunities. A fundamental tenet of this concept, referred
to as PRIDE (Proof of Research in Development), is to: 1) optimize selection
of NCEs for further development, 2) rapidly develop compounds to test PoC,
and 3) improve the attrition curve in late development.
Project management tools are critical
in providing an analysis of strategic options for Early Development projects.
One example of the utility of Project Management tools is the analysis
of development options for an integrated strategy for a lead molecule (Drug
A) and its backup (Drug A1) . Using Project Management tools, an integrated
strategy for both projects identified limited development plans with a
common strategic decision point, allowing selection of the best molecule
to proceed for further development with relatively limited investment.
Data to support this strategic decision included PoC data in man for this
class of molecules, evaluation of PK/PD relationships for Drug A and Drug
A1, and studies addressing other technical issues (e.g., chemical stability,
toxicology).
Another example illustrating the utility
of Project Management tools is the identification of critical/non-critical
path activities for Drug B and the potential costs-savings achievable by
deferring non-critical path activities. Drug B is being developed for rheumatoid
arthritis and has a novel mechanism of action. One of the Early Development
options evaluated focused on minimizing development costs until PoC was
established in Phase IIA in patients, given the novel (and unproven) mechanism
of action of Drug B and relatively higher risk in development.. By identifying
and deferring non-critical path activities to after PoC was established,
Early Development costs were reduced by approximately 2 mio CHF with no
impact on overall project timelines. In this way, Project Management tools
provided an effective means to identify non-critical path activities and
thus, limit the investment in Early Development until the compound "proved"
its clinical potential.
Bio:
 |
Speaker: Rod McNealy |
Vu-Graphs
- NOT AVAILABLE
Topic: Making Customer Satisfaction
Happen: A Strategy for Delighting Customers
Customer Satisfaction is THE critical strategic
advantage for any enterprise, regardless of industry. Satisfied customers
are your most valuable resource - are you doing everything possible to
retain them?
-
Do you know the 5 to 10 year financial value
of each of your top ten customers?
-
Do you know what percent of your current customers
is "delighted" and what percentage is "looking for the door"?
-
Can you quantitatively rank and weight the
needs and expectations of your major customer segments?
-
Do you know who in your organization comes
in the most frequent contact with your customers and what actually transpires
in these "Moments of Truth"?
The Keynote presentation by Roderick M. McNealy
will address the need to focus management on the importance of the customer
and their power to "make or break" organizations. The presentation will
focus on customer satisfaction as a strategic approach, not a tactical
measurement exercise. The goal is to have organizations adopt customer
satisfaction as their primary strategic focus. World class organizations
clearly understand this and that learning must be translated throughout
organizations.
Bio: Rod McNealy is Director
of Customer Driven Quality at Johnson & Johnson (J&J) Health Care
Systems Inc. where he is responsible for implementation of Total Quality
Management and serves as a "value-added" resource to hospital customers
on the subject of Quality Implementation. Rod's twenty-five year business
career has centered on the fields of marketing, market research, strategic
planning, and Quality Improvement. Rod has been with J&J since 1978.
Prior to joining J&J, he worked for Procter & Gamble in Brand Management.
Rod has consulted with companies in the United States and internationally.
Rod is the author of two books - Making Quality Happen, and Making Customer
Satisfaction Happen. Both are published by Chapman & Hall, London.
Rod graduated from Princeton University with a Bachelor's Degree in American
History. He received his Masters in Business Administration from the Harvard
University Graduate School of Business Administration.
 |
Speaker: John Shea |
Vu-Graphs
- NOT AVAILABLE
Topic: Integrated Resource
& Project Management
This presentation is a discussion of the
integration of different management roles into the project management process
including Project Managers, Functional Managers and Resource Managers.
Particular emphasis will be placed on their roles in the IT environment.
Bio:
 |
Speaker: Mark Stout |
Vu-Graphs
- NOT AVAILABLE
Topic: PM for the E-Millennium
using Project Scheduler
Scitor is presenting PS Suite, the latest
generation of its powerful Project Scheduler set of tools. PS8 is the first
project management tool to manage projects in either the traditional Critical
Path methodology, or Critical Chain in one package. PS8 also generates
multiple websites of your project management data. You can easily generate
specific websites targeted towards your Executive Management, another for
your resources and yet another for your customer. PC-Inform is a web-based
tool for your resources to view their assignments and report back their
progress. Rounding out PS Suite is PC-Objectives, a corporate objectives
management system, and PSI, a seamless interface to SAP R/3.
Bio:
 |
Speaker: Dora Tarver |
Vu-Graphs
Topic: PM Methods for Internet
Projects
Current or future Internet project managers:
learn how to apply your project management skills to Internet projects
by first understanding the differences between web-based and traditional
IS projects. In the presentation, we explore five areas in which Internet
projects present particular challenges to a project manager. We then provide
the project management processes that can be applied to meet these challenges
and to bring your Internet project to success.
This presentation will enable project
managers to appropriately adapt and apply conventional project management
processes to Internet projects. It will explore perceived and actual differences
between Internet and traditional IS projects and will explain how these
differences can be managed.
Bio: Dora Tarver, MS, is a
Managing Partner at e-ProjectManagers.com. She has over 13 years in Information
Systems and Software Development including 6 years leading and participating
in Internet projects. Other IS experience is in analysis, design, development,
and project management in industries such as Banking, Insurance, Beverage,
Telecommunications, Financial, and Utilities.
Updated: 09Jun09 |
