 |
Dr. Harold Kerzner |
Topic: Best Practices in Project
Management
Abstract
Some people rev up on their project management
skills from their successes, others from their failures. And when someone
identifies some unique skill or practice that works well, it is often not
shared with the rest of the organization. Today, both individual project
managers and companies have recognized that increased performance can be
achieved by capturing best practices and lessons learned, and then disseminating
this information throughout the organization. This presentation focuses
on the concept of best practices and how it can improve your skills.
Bio:
Harold Kerzner (Ph.D., MS, Engineering
and MBA) is Senior Executive Director with International Institute for
Learning, Inc. and Professor of Systems Management at Baldwin-Wallace College.
He is an expert in the areas of project management, total quality management,
and strategic planning. Dr. Kerzner is the author of the best-selling textbooks:
Project Management: A Systems Approach to Planning, Scheduling and Controlling,
now in its eighth edition, In Search of Excellence in Project Management,
Applied Project Management: and Strategic Planning for Project Management
Using a Project Management Maturity Model.
 |
Judith Anderson |
Topic: Project Management
Nirvana
Abstract
In the Relationship Age, productivity
means the grace and ease with which aggressive business goals are reached.
Judith Anderson asks us to rethink productivity, realizing that the next
leap in productivity will require us to emphasize and apply new relationship
skills. In the tension and stress of meeting deadlines, unproductive
behaviors are exhibited. Behaviors such as a “command and control” style
of leadership, withholding of information, talking over others; lower productivity.
Judith Anderson will discuss new state-of-the-art strategies for converting
frustration, resistance, and energy wasted in unproductive behaviors into
enthusiasm for realizing shared business goals. Judith will demonstrate
and invite participants to experience new relationship skills including
Opening up Blind Spots, Effectively Giving and Receiving Feedback, and
Setting and Realizing Shared Goals. She will offer exercises and
role-playing which will enable participants to put these new skills into
practice.
Bio:
Judith Anderson founded her consulting
practice, Anderson & Rust, in 1991 and co-founded LeadershipU.org,
an executive training organization in 2000. Prior to founding Anderson
& Rust, Ms. Anderson served as Director of Marketing for Ryder System.
During the mid-1970’s, she worked with Mercer Management Consultants.
She also served as Director of Corporate Planning for Union Pacific Corporation.
Ms. Anderson has held positions with several industry advisory groups,
including a three-year research project at Michigan State University on
global best practices, and was a member of the Executive Committee for
the Council of Logistics Management. Ms. Anderson received
a Master of Science degree in Economics from North Carolina State University
in 1977 and her undergraduate degree in Economics from the University of
Houston. She also earned a Master of Arts degree in Spiritual Psychology
from the University of Santa Monica in 1999. She is the author of
The Path To Corporate Nirvana. (Silver Falls Press, March 2003).
 |
Deborah Lipman-Slobodnik |
Topic: Moving to a PM Culture
Abstract
Project management is not only a toolset,
it is the way organizations are breaking down walls and shifting towards
a cross-functional boundary-less culture. This shift requires a strategy
as well as programs, processes and skills to sustain it. In this presentation,
Deborah will present the model for a high performance project culture.
Participants will compare their present cultures to the model and identify
their gaps. Additionally, Deborah will address what a project or program
manager can do to influence cultural change using a just in time approach.
Bio:
Deborah Lipman Slobodnik, co-founder of
Options for Change, is a senior organizational consultant, trainer and
coach with over twenty-five years’ experience. Her areas of specialization
are managing change, overcoming resistance to change, bridging cultural
differences, building effective cross-functional teamwork and developing
leadership capabilities at all levels. Her well reputed workshops,
Making Change Happen™ and FasTeams® for Leaders have been praised as
“the antidote to the real human issues that undermine all change efforts.”
They have been presented to hundreds of organizational change professionals
and leaders throughout the United States, Canada, Europe and the Middle
East. A sampling of her clients include: ING, The Enterprise Foundation,
Boston University, US Department of Commerce, New England Medical Center,
UniFirst Corporation and Babson College Center for Information Management.
Deborah is a regular presenter at international conferences including INC
magazine, Linkage and Pegasus Communications. The case study of her work
with The MathWorks appeared in Linkage’s Best Practices in Leadership Development
2000. She has been quoted on CNN and in the Boston Globe as an expert on
culture change. Her academic credentials include an advanced degree
in Organizational Development from Antioch College, an undergraduate degree
in Psychology from University of Massachusetts at Amherst and advanced
training at the National Training Labs and Kantor Family Institute in Cambridge.
 |
Walter Bowman, PMP |
Topic: Team Development Strategies
Abstract
Project Teams go through predictable stages
of development as identified by Tuckman (B.W. Tuckman: Developmental Stages
in Small Groups; Psychological Journal, Vol. 63, 1965). Known as the “Tuckman
Stages of Team Development,” these stages may be defined in terms of four
factors: the focus of individual team members, the primary behavioral issues
that team members address, the degree of task accomplishment and team morale
that exist in each stage. Building on the original work in Situational
Leadership(R), Blanchard (Ken Blanchard, et al: Group Development and Situational
Leadership II; Blanchard Training and Development, 1991) adapted the primary
styles of individual leadership (Directing, Coaching, Supporting and Delegating)
to the Tuckman Stages of Team Development for application to groups as
a whole. These two concepts of Group Development Stages and Situational
Leadership in Groups, when taken together, provide the Project Manager
with a solid foundation for development of strategies to develop high-performing
project teams. Where a particular team is in terms of the Tuckman
Stages of Development may be determined by assessing the four factors that
define each stage. Then, by focusing on the behavioral issues that exist
in each stage and applying the concepts of the Blanchard Situational Leadership,
the project manager can develop specific leadership strategies to assist
the team in dealing with issues while remaining focused on project-related
aspects of goals and objectives; standards; expectations; roles and responsibilities;
and success. This presentation provides an overview of this process and
suggests specific strategies that may be implemented to assist project
teams in moving through the developmental stages toward high-performance.
Bio:
Walter Bowman serves as Executive Director
of the Pittsburgh Project Manager Center. He is responsible for the content,
quality, development and delivery of project management-related professional
training, consulting and mentoring services offered by the Center. Under
his technical direction and the operations and marketing direction of Mark
Balish, President of the Pittsburgh Project Management Center, the organization
has grown from an initial offering of one course in 1997 to an entire track
of courses that leads to a Master’s Certificate in Project Management in
conjunction with the University of Pittsburgh's Joseph M. Katz Graduate
School of Business. Mr. Bowman has over thirty-five years of
practical experience in project and executive management of high technology
and business projects in industry and academia. His experience spans
software system development and implementation, placing cameras on the
moon, building and modifying nuclear power plants, process control system
design and construction, engineering services, and development, administration
and delivery of educational programs for both academic credit and professional
development. Mr. Bowman has practiced and taught extensively in all areas
of project management, from small to large projects as well as programs
with organizations ranging from start-up companies to major corporations.
An active member of the Project Management Institute, Mr. Bowman is a certified
Project Management Professional (holding PMP Certification number 8), a
founder, past President and former Director of Professional Development
of the Pittsburgh Chapter. Internationally, Mr. Bowman helped develop PMI's
original Project Management Body of Knowledge (PMBOK®) and has served
as Co-Chair of PMI's Certification Committee, Chair of the Council of Chapter
Presidents, Vice-President of Technical Activities, a member of PMI's Board
Executive Committee and Board of Directors and President of the PMI Educational
Foundation. Mr. Bowman received his Bachelor of Mechanical
Engineering degree from Georgia Institute of Technology in 1961, his Master
of Science in Business Administration degree from Robert Morris College
in 1982 and completed post-graduate work in Engineering Management at the
University of Pittsburgh.
 |
Wayne Brantley, PMP |
Topic: How Schedule Analysis
Links to Earned Value - Easily
Abstract
Earned Value has grown in popularity over
the last several years. With over 75% of projects failing project management
and control systems must be utilized to ensure project success. The
purpose of this presentation is to learn a simplified approach to understand
earned value. Earned Value shows a “three dimensional” view of project
progress. Earned Value is an early indicator and forecaster of project
progress. Learn how earned vale links to the work breakdown structure,
the schedule, and the budget. From this presentation you will see
the potential for implementing earned value on your projects starting now!
Bio:
Wayne Brantley, MS Ed, PMP – Wayne has
taught and consulted project management around the world to Fortune 500
companies. Wayne has over 17 years experience from the Air Force
as a project manger for AF technology training and curriculum development
programs. Wayne is a doctoral candidate with Nova Southeastern University
specializing in Computer Information Technology. Wayne has developed numerous
AF and corporate training programs, classroom, multimedia, and Internet
based programs. Wayne has spoken at numerous Project Management Institute
(PMI) meetings and conferences. Wayne has been or is currently an
adjunct faculty member at Villanova University, Boston University, Carnegie-Mellon,
George Washington University, and the University of Alaska. Currently
Wayne is the Managing Director of Professional Education for Bisk Education’s
Villanova University Professional Education Online programs.
 |
R. Camper Bull |
Topic: Surviving Project Management
- To Timbuktu and Back
Abstract
Using case studies and personal experience
of survival situations we will explore the unusual circumstances and actions
of people under great stress. These examples will illustrate issues
and actions apparent when organizations, and/or individuals, are put in
stressful situations. Using these examples we will identify pillars
of survival, which if followed, have a tendency to help the person or organization
survive. After we have identified the pillars, we will identify similarities
with survival techniques and the implementation of projects that change
organizations dramatically. Through this exploration we will identify that
these survival techniques are very useful in not only understanding how
a project should be managed but also what is happening during a project
from the human point of view. Participants in this seminar will come
away with an understanding of how our physiology interacts with the psycho
sociological issues revolving around change in a project. Participants
will also be able to identify and mitigate issues proactively before they
become major problems in projects using these pillars and our understanding.
Bio:
Mr. Bull has extensive professional experience
in managing large, complex projects including global projects across multiple
countries and entities. In his personal life, he has climbed three
out of the seven tallest mountains in the world, and has traveled to many
third world and foreign countries -- some of which were under a major change
during his stay there. In several instances, Mr. Bull was required
to evacuate a country due to political instability or difficulties/problems
within the team. Prior to managing his own consulting company, Mr.
Bull was in charge of the professional service division of an international
software company responsible for installing systems in a global environment.
Mr. Bull’s last project before starting his own consulting company was
the implementation of a system in seven countries simultaneously.
As the Managing Director of Armiger International, he has personally trained
various teams required to manage projects under immensely stressful situations
including the force protection and security group of the United Nations
and the Port Authority of New York and New Jersey. Mr. Bull’s personal
and professional experience together with his contacts within these organizations
allow him to bring a wealth of experience and knowledge through examples
that can be related to many situations in any organization.
  |
Barbara Calhoun, PMP
Anthony Rizzo, PMP |
Topic: How to Deliver Projects
On Time, On Budget
Abstract
Is it really possible to deliver projects
on time and on budget? Yes it is possible, and we are consistently
delivering projects as promised! This presentation will reveal how
organizations can use a PMO to dramatically improve the success rate of
project delivery. Using our real life experience as a model, we offer
a practical and specific roadmap that other organizations can easily implement.
We examine what we accomplished with our PMO over the past three years
and explore how each of our PMO ‘Planks’ mapped to our Critical Success
Factors. The discussion also covers the important question of how
we implemented a project-based approach in a non-matrixed environment,
focusing on the practical approach we used, not on theoretical guidelines.
We discuss how we dealt with the issues around gaining consensus vs. using
a more directive approach, and how a large PMO differs from a small PMO.
Finally, we discuss how we involved our senior management team in an assessment
of our PMO using an extensive SWOT analysis, and the specific areas we
are addressing to evolve as an organization. Whether you are just
in the beginning stages of starting a PMO, or are working in a mature PMO
organization, you will leave this presentation with concrete, easy-to-implement
ideas on how you can shape a PMO in a way that will ultimately lead to
successful project delivery - and happy customers!
Bio:
Barbara Calhoun joined Selective
Insurance Group in October 2000 as Director of Project Management, responsible
for defining and implementing standard project management processes. Prior
to joining Selective, she was a senior manager with Nabisco, where she
managed the Year 2000 Project and established the Information Technology
Program Management Office. Ms. Calhoun has over 20 years experience in
Software Systems Development and Management. She holds a Bachelors degree
in mathematics from Rutgers University, a Master’s Certificate in Project
Management from The George Washington University, and is a member of the
Project Management Institute.
Anthony Rizzo joined Selective Insurance
Group in April 2001 as a Project Manager, responsible for managing strategic
projects and providing support to the Enterprise Program Management Office.
Prior to joining Selective, he held various management positions at Prudential
Insurance Company and Aetna. Anthony has worked in Information Technology
for over 20 years and has extensive experience managing large-scale mission
critical projects. He holds a Bachelors degree in Political Science,
has attained various insurance professional designations, is a certified
PMP, and is a member of the Project Management Institute.
 |
Dr. William Eventoff |
Topic: The Relationship Between
Project Management and Six Sigma
Abstract
The scope and influence of Six Sigma has
grown dramatically in recent years, and this trend is continuing.
More and more companies are embracing Six Sigma and Six Sigma methods are
being adapted for and applied to a wide range of new application domains,
including software development, healthcare, financial services, and information
technology. As this evolution continues and Six Sigma becomes more
integrated into the product development cycle, how will this affect project
management? Are traditional techniques applicable in this environment
or are different approaches required? This presentation explores
the relationship between these two disciplines and provides answers to
both questions. It presents a detailed comparison of the characteristics
and objectives of project management and Six Sigma, shows that both have
a role to play in product development, and discusses a framework for the
effective management of Six Sigma based development projects, together
with its implications.
Bio:
Dr. Eventoff received a B.A. degree from
Hunter College and M.S. and Ph.D. degrees from the University of Michigan.
Dr. Eventoff has extensive experience in software engineering, quality
systems and management, and has successfully led large and small software
development projects in a wide range of disciplines, including information
technology, systems software, CASE tools, real-time command and control
systems, and web-based applications. Throughout his career, Dr. Eventoff
has focused on improving the software development process. He has
been an active participant in the development of the IEEE software engineering
standards, and has assembled a track record for helping companies reduce
cycle-time, increase productivity and improve the quality of their products.
Dr. Eventoff has published extensively on software development, quality
standards and the use of quality principles to improve business results,
and has been a frequent lecturer at conferences, universities and companies.
He has served on numerous university computer science advisory boards,
the Industrial Advisory Boards of the CAIP Center at Rutgers University
and the Center for Supercomputing Research and Development at the University
of Illinois, the Board of Examiners for the New Jersey Governor’s Award
for Performance Excellence, and the Drug Utilization Review Council of
the New Jersey Department of Health and Senior Services, He is currently
Vice-Chair of the Princeton Section of the American Society for Quality,
a member of the Board of Trustees of the New Jersey Institute of Technology,
and a member of the Board of Directors of the Monmouth-Ocean Development
Council (MODC) and the Chair of MODC’s Technology Committee. Dr.
Eventoff is President of ESTM Associates, Inc., a full-service consulting
and training company that specializes in helping clients improve their
operational performance and business results.
 |
Bruce Fieggen, PMP |
Topic: Computer Systems Validation
in the Pharmaceutical Industry: A Growing and Profitable field
Abstract
Computer systems used in the pharmaceutical
industry must be validated. This means that "documented evidence
must be produced to show that the system does what it was specified to
do". In other words, the FDA mandates that software quality assurance
activities take place. What does all this mean and how can you get
involved? Bruce Fieggen has been managing projects in this field
for the last two years and will present a layman's version of what this
industry is about and the trends forecasting its growth.
Bio:
Bruce Fieggen is the Director of Project
Management at CSSC, a validation-consulting firm servicing the medical
device and pharmaceutical industries. In his seventeen years with
seven medical device and pharmaceutical companies, he has managed projects
from $100,000 validations to $10,000,000 new product developments.
He has trained and mentored dozens of project managers with specific tools
using a formal 24-week Progressix(SM) project management curriculum, 13-week
Boston University evening project management certificate program and two-day
Cadence(TM) project management course. He has successfully introduced
project management methodologies to medical device and pharmaceutical clients
to improve ownership in tasks. Bruce has been a certified Project
Management Professional since 1999.
  |
Rob Fried, PMP
Laura Keiles, PMP |
Topic: "PM Skills Gap Assessments”
- What They Really Show
Abstract
We, as project team members, want to do
the best we can to ensure the project is delivered successfully. No one
on a project likes to admit they are short in knowledge or skill areas.
It does not matter if you are a participant, team lead or the program/project
manager. A Project Management Skills Gap Assessment (PM SGA) is a tool
that can provide insight on how and where one can improve their Project
Management knowledge and skills. This presentation will depict a
case study stating the “who, what, where, when, why and how” of Skill Gap
Assessments and their effectiveness at developing plans for individual
and organizational improvement. The SGA also measures the difference of
“expected” knowledge versus “actual” knowledge for each participant and
drives the future organizational baseline for competency. Recently,
the authors successfully administered PM SGA’s and organizational improvement
plans for a large public utility company. These plans assisted them in
the identification of new training objectives and supporting career path
development. Additionally, other customer organizational data was collected
to facilitate assessment on a team and organizational level. The SGA data
was then mapped to the key indicators of Kerzner’s Project Management Maturity
Model (PMMM) as well as PMI’s Organizational Project Management Maturity
Model (OPM3).
Bio:
Robert T. Fried, PMP is Vice-President
and Co-Founder of Minton Solutions, LLC, a New Jersey based project management
consultancy. He is a popular speaker, trainer, consultant, coach &
mentor and industry certified project manager with global experience in
the communications, financial services. local/state government and pharmaceutical
industry’s. As a Senior Program/Project Manager, Mr. Fried has extensive
experience managing complex business transformations, voice & data
technology solutions, process & methodology development and organizational
change management. He is an experienced Project Recovery specialist having
rescued many projects for a variety of different companies. Mr. Fried
has delivered numerous presentations on project management related topics
including Project Initiation, Project Planning & Control, PM Career
Development and Project Recovery. He is an active member of the Project
Management Institute (PMI), and attained PMP certification in 1994. He
is currently a member of the Practice Standard for Work Breakdown Structures
Update project for PMI. He holds a Master Certificate in Project Management
from George Washington University, an M.B.A. from Seton Hall University
and a B.A. from Clark University.
Laura R. Keiles is President and
Co-Founder of Minton Solutions, LLC, a New Jersey based project management
consultancy. She is a project management process coach, skill assessor
and software implementer with experience in many industries including telecommunications,
education and e-training development and delivery, financial services,
pharmaceutical, manufacturing, public utilities and residential construction.
She has published papers and delivered presentations in Project Management
development programs and Program Management scheduling constraints at numerous
project management focused conferences. Mrs. Keiles is a member of
the Project Management Institute and has attained her PMP certification
in 1995 while managing Research & Development projects in AT&T
Network Wireless Unit - Project Management Department (now Lucent Technologies).
She has been a project manager since 1989 when she was a Staff Consultant
in the Information Technologies Consulting Practice of Deloitte and Touche
Management Consulting. She has also worked for Fujitsu Consulting (formerly
DMR Consulting) and ETRAC Solutions, Inc (a Primavera Solutions Provider).
She holds degrees from Oberlin College (B.A.) and Manhattan College (M.B.A.).
Mrs. Keiles is a strong advocate for small and women owned businesses.
She is an active member of the NJ Association of Women Business Owners
(NJAWBO), the National Association of Women Business Owners, Women in Technology
International (WITI) and Women Business Enterprise National Council (WBENC).
Minton Solutions, LLC is a New Jersey state certified Women Business Entity
(WBE) and Small Business Entity (SBE) as well as a PMI Registered Education
Provider (REP).
 |
David Gerhart, PMP |
Topic: Critical Success Factors
for Global Projects
Abstract
Globalization is a topic that continues
to garner considerable attention throughout industry, governments and the
media. While much has been said and written of its role its importance
and impact, the challenges and obstacles to providing effective management
in a global context are many. With the advent of increased computing
power and worldwide communication capabilities, organizations are reaching
across borders and time zones to manage projects of ever increasing size,
cost and complexity. When organizations undertake projects that must
deliver results across multiple countries, what are the key obstacles and
issues that are systemic to any such undertaking? How can they be
planned for and managed in a way that allow for local autonomy while meeting
the objectives of the overall program? While strategies may be developed
and debated, the way in which projects are executed will determine the
success of the effort. The goal is to obtain execution excellence
in the context of a global project. To reach that goal, we must have
an understanding of the key characteristics and context of the effort,
identify associated risks and be prepared to effectively manage these issues.
Bio:
Mr. Gerhart has spent the majority of
his 15 year career in the project management arena. His first 6 years
included project estimating, control, scheduling and management at BASF
Corporation. Following BASF, David worked as an estimator for BOC
Gases. In this role, he developed capital proposals in support of
internal and 3rd party contracts including customers in the UK, China and
Australia. He also developed a product costing tool for their standardized
air separation technology platforms. David’s next career area of
focus was in telecommunications. Here he played a key role in the
management of Tyco Telecommunication’s design and construction of a major
transpacific communications network. David is currently working in
pharmaceuticals as a Project Manager with Schering-Plough in their Global
Technical Services group. Here he is providing management supervision
for the company’s computer validation and Part 11 program at manufacturing
sites in Europe and Asia. His education includes a Bachelor of Science
in Mechanical Engineering from Lafayette College and a Master of Science
in Engineering, Management of Technology from The Wharton Business School
and University of Pennsylvania School of Engineering and Applied Science.
He also holds a Master’s Certificate in Project Management from George
Washington University School of Business and Public Management. In
October of 2003 he received certification from PMI as a Project Management
Professional.
 |
Gary Heerkens, PMP |
Topic: How to be the successful
PM of the Future - Be Business Savvy
Abstract
A project is much more than just an exercise
in cost and schedule logistics, technology management, and team coordination.
It’s a financial investment that your organization makes—from which it
undoubtedly expects a return! What is now beginning to distinguish
superior project managers from average ones is the ability to manage a
project more like a small business than a technical or logistical marvel.
In this session, Gary Heerkens shares some key concepts, principles and
practical tools aimed at helping you to increase your project-related business
savvy. Questions will be answered on how projects connect to the world
of business, why business knowledge will be such an important and valued
competency in the future, and how you can prepare yourself to meet that
future! Each attendee will receive a Project Manager’s Business-Savvy
Learning Map, containing nearly 100 targeted, project-oriented items relating
to business knowledge and skills that anyone can learn and become successful,
business-savvy project managers.
Bio:
Gary R. Heerkens, PMP, CBM, PE, a consultant,
trainer, lecturer and author, is the president of Management Solutions
Group, a company that provides innovative project management educational
solutions and enterprise-wide project management development support.
Mr. Heerkens managed a wide variety of projects for the Eastman Kodak Company
for more than 20 years. He also served as staff assistant to Kodak's
Director of Project Management, developing project process methodologies,
designing and delivering several project management training programs,
and serving as an internal project management consultant across the company.
In addition to teaching and consulting, Mr. Heerkens is a contributing
editor to the Center for Business Practices' newsletter, People on Projects,
and has served on the review committee for PMI's A Framework for Project
Management seminar. He is a long-standing training provider for the
PMI SeminarsWorld series, and is a frequent speaker at international project
management conferences. Mr. Heerkens has published several articles
and papers on a variety of project management topics, and recently authored
a book on project management for McGraw-Hill's Briefcase Books series.
His upcoming book on the subject of business skills for project management
professionals is due to be published in Fall 2004. In addition to
being a PMP, Mr. Heerkens is a Certified Business Manager (CBM), and a
licensed Professional Engineer (PE) in New York State. He served three
terms as President of the PMI Rochester Chapter (1998-2001), and holds
a Master of Business Administration degree from the Rochester Institute
of Technology.
 |
Kim Hinton, PMP |
Topic: Parenthood, Household,
Engineering & PM
Abstract
Project management techniques have been
used in the workplace to monitor the progress of large initiatives.
However, those same techniques could be useful in other types of projects
– life’s projects. “What do Parenthood, Household Engineering &
Project Management have in Common?” will explore each of the knowledge
areas and will give practical advice about how to use project management
to complete many of the tasks we face in our every day existence.
Anyone with children, a home or personal projects won’t want to miss this
educational and informative discussion. Each participant will
be challenged to take away at least one technique that is guaranteed to
make that next venture a little smoother.
Bio:
Kim Hinton is a certified project management
professional who has managed projects of varying size and complexity in
several industries for the past 19 years. She currently works as
a portfolio manager in the Automation & Information Technology department
at Merck and Company. Kim received her undergraduate degree in Industrial
Engineering and her Masters of Science in Engineering Management both from
New Jersey Institute of Technology (NJIT). She has taught as an Adjunct
Professor at NJIT and Fordham University and is currently an on-line instructor
for the University of Phoenix’s Master Business Administration (MBA) program.
She has also served as a corporate trainer. Ms. Hinton is active
in PMI at both the local and national level. She has chaired the
Proceedings Committee for the NJ Annual Symposium for the past 7 years
and she managed the Women in Project Management Technical Track for PMI
National for three years. She has presented papers at PMI National
and posters at NJ Symposiums as well. Kim served for three years
on the Executive Committee at St. Peter’s Preparatory High School in Jersey
City, NJ where she managed a variety of projects and fund-raising events.
Kim is a mother of three who enjoys bowling, reading and spending time
with her children. She believes that “Life’s just one big project,
you get out of it what you plan into it”.
  |
S. Kandaswamy, PMP
Angyne Schock-Smith, PMP |
Topic: Simplifying Project
Decisions = Simplifying Equations
Abstract
Remember basic algebra and those awful
word problems? You had to come up with the right equation to represent
the problem, then identify common components and break down the complex
formula into its simplest form. Only then was it possible to find
the solution. There were some rules you had to remember, but they
were pretty easy once you got the right equation and broke it down into
its simplest form. Many project decisions are as daunting to professional
adults as those word problems are to math-phobic adolescents. Some
of the most challenging project decisions are multi-criteria issues that
require trade-offs between various objective and subjective factors.
Some examples of these decisions include project selection, alternative
project approach analysis, vendor selection, and risk analysis. In
this presentation, we will briefly describe some worst practices in project
decisions, giving some real life examples (in which the names have been
changed to protect the guilty) where bad decisions resulted from lack of
or poor decision processes. To address this challenge, we will describe
the value proposition for developing and using an appropriate structured
decision process, including our recommendations for the high level process
steps, the related success criteria, and some alternative tools and techniques
to support the process. To demonstrate the power of a structured
decision process, we will address a vendor selection decision based upon
a real life situation. Using the Analytical Hierarchy Process (AHP),
one of the tools highlighted in the PMBOK® Guide 2000, we will breakdown
the problem, as if we were solving a word problem. We will define
decision criteria and assess alternative vendors with respect to these
criteria, in their simplest form, and finally select an optimal vendor.
Time permitting, we will ask the audience for challenging project decisions
they are currently facing and select one to put our recommended decision
process and the AHP tool to the test.
Bio:
S. Kandaswamy (Kanda) is currently
working as a "Senior Research Staff” in the area of satellite communications
for the Johns Hopkins University/Applied Physics Lab. Prior to joining
the Johns Hopkins University/Applied Physics Lab, Kanda worked as a Technology
Consultant Manager for AT&T. During his 16 year tenure at AT&T,
Kanda substantially contributed to the Capacity Planning, Performance Monitoring,
Network Engineering, and Service Assurance aspects of various AT&T
services. Kanda received his PMP certification from the Project Management
Institute in 1998 and continues to be active in the Project Management
arena. Kanda was an invited speaker to the U.S. Army (Training and Doctrine
Command Analysis Center, Fort Lee, VA), where he talked about “Risk Analysis
and Simulation,” in July 2003. Kanda's other presentations include
“What is Monte Carlo Simulation? A Hands-on Learning Experience,” at the
PMI 2001 National Conference in Nashville, Tennessee. Kanda has published
a Statistical Critique of “International Project Management Practices”
which appeared in Project Management Journal, September 2000. Kanda's
Bachelors and Masters degrees are in Mathematical Statistics from India.
He received his Ph.D., in Instructional Systems Technology from the Indiana
University, Bloomington, Indiana.
Angyne J. Schock-Smith is president
of ARYSTA PROJEX, INC., an independent project management consulting and
training practice. She partners with other firms in the project management
industry to deliver nationally recognized training in Project Management
Professional (PMP) certification, project management tools and processes,
and project leadership. Her major partners in these programs are
International Institute for Learning, Inc. and Management Worlds, Inc.,
with whom she has been working since November 1998 and March 1999, respectively.
Angyne has documented expertise and over fifteen years of experience in
the field of project management. She received her PMP certification
from the Project Management Institute (PMI) in 1992. Angyne also
gained a Masters Certificate in Project Management through George Washington
University and Baldrige examiners certification through a qualified AT&T
corporate program. She has worked for AT&T, Educational Services
Institute (ESI), Avon Products, and Proctor & Gamble. Her corporate
functional experience includes customer care, outsourcing solutions, global
strategy development, product management, information technology, and manufacturing
management. Angyne completed both undergraduate and graduate degrees
at the University of Pittsburgh. Her educational credentials include
Phi Beta Kappa, and Magna cum Laude at both Bachelors and Masters levels
in the disciplines of Mathematics and Statistics, respectively. She
grew up in eastern Pennsylvania and currently lives with her husband, Bill,
and daughter, Morgan, in Harmony, New Jersey. In addition to being
a member of PMI, Angyne is a member of the NJ chapter, the Risk Special
Interest Group, and was the Co-chair of the Risk Track for PMI2002.
Her professional associations also include serving as Executive Director
of the Mid-Atlantic Manufacturing Consortium.
 |
Frank Saladis, PMP |
Topic: Managing Difficult
People
Abstract
Project manager may encounter many types
of people and personalities while managing a project. This presentation
offers tips and techniques to identify various types of communications
styles and tactics used by project team members and stakeholders. The presentation
will provide suggestions and techniques for managing project teams more
effectively and to assist in minimizing disruptions caused by inter-personal
behaviors, differing priorities and other common project related conflicts.
Bio:
Frank P. Saladis, PMP, President of Project
Imaginers Inc. is a Consultant and Instructor within the project management
profession and has over 30 years experience in the telecommunications and
project management training environment. He is a senior consultant and
trainer for the International Institute For Learning Inc. and has held
the position of National Project Manager for AT&T Solutions Information
Technology Services and was a member of Cisco Systems Professional Services
Project Management Advocacy organization. He is a Certified Project Management
Professional and has been a featured presenter at the Project Management
Institute ® Annual Symposiums, Project World, and Frontiers in Project
Management. He is the president elect for the New York City Chapter-PMI
and a Past-President of the PMI ® Assembly of Chapter Presidents. Mr.
Saladis is a Co-Publisher of ALLPM newsletter and a contributor to the
ALLPM project management website. He has written numerous project management
related articles and was an author of the AT&T Corporate ITS Project
Management Guidelines. He is a member of the International Executive Guild
and the NRCC Business Advisory Council. He has also held the position of
Vice President of Education for the Global Communications Technology Specific
Interest Group of PMI ® and holds a Masters Certificate in Commercial
Project Management from the George Washington University.
 |
Charles Schmidt, PMP |
Topic: Implementing Project
Portfolio Management
Abstract
Johnson & Johnson’s Networking and
Computing Services (NCS) unit is a 1600 person organization that is the
exclusive provider of IT infrastructure products and services to over 200
J&J companies worldwide. NCS has over 2000 projects “on the books”.
These projects have a wide range of customers and stakeholders, all of
whom believe that they should have first priority.
There is no consistent project portfolio
management (PPM) process for these projects. Lacking a PPM process, there
is no basis for discussing or defending priority decisions with stakeholders.
As a result, many are dissatisfied. Also, NCS associates have no clear
guidance as to their work priorities. There are too many active projects
chasing too few resources, resulting in confusion and inefficiency, overload
and unnecessary stress. A global project portfolio management (PPM)
process is being implemented to address the problem. Such a process will
ensure that scarce resources are allocated to the projects with the greatest
business benefit, resulting in faster execution and increased customer
and associate satisfaction. The PPM process includes methods for assessing
the business value of projects, determining the resources required for
them, prioritizing them, and governing their approval. The process will
be a key input to, and must be synchronized with, the annual business planning/budgeting
process.
Intended Audience: The presentation will
be most relevant to project managers who have responsibility for managing
one or more portfolios of projects. It is especially applicable to those
in Program Management Offices.
Bio:
Charles Schmidt is Director of Strategic
Planning at Johnson & Johnson’s Networking and Computing Services (NCS)
unit. He is responsible for leading formulation and execution of NCS business
strategy with NCS management board. He developed a methodology to prioritize
a portfolio of existing NCS strategic initiatives and define resource requirements
for execution. The process also characterized the cost/benefit, risk/reward
profiles of the portfolio. This methodology is now being extended to include
all NCS projects on a world-wide basis. Prior to joining NCS, Chuck
was Director, Program Management Office, for Ortho-Clinical Diagnostics,
a Division of Johnson & Johnson. He led a senior management Product
Approval Committees which managed the $100MM portfolio of product development
programs. Chuck also led company-wide implementation of a new assay/reagent
development process and trained over 100 R&D team members. He implemented
and maintained a comprehensive New Product Development metrics scorecard
to measure process effectiveness. Prior to Joining Johnson &
Johnson, Chuck had a 25 year career with Honeywell International (formerly
AlliedSignal, Inc.), where he held leadership positions in new product
development, project management, systems engineering and six-sigma process
excellence. Chuck is a certified as Executive Black Belt by Johnson
& Johnson and certified as Project Management Professional (PMP) by
Project Management Institute (PMI). He holds BSEE, MSME and MBA degrees
from the University of Iowa.
 |
David Thurston |
Topic: Success is not an Accident
Abstract
Have you ever wondered why certain people
are successful while others are not? Why some projects click on all cylinders
and others turn into flops? Why the smartest kid in the class didn’t
always turn out to be the most successful? Is it merely luck or is
luck simply the “residue of design”? Well documented studies show
that success is not an accident. True achievers do think and act differently.
It is just as easy for you to be one of them - maybe easier. Successful
people are really no smarter than you are.
Take the mystery out of success by joining
Fortune 500 Executive Coach Dave Thurston and learn his secrets about success
and fulfillment, as discovered from working with hundreds of business clients.
Yes, you too can be successful - every time - if you grasp and implement
Dave’s five-step formula for peak performance, applicable to every work
and life situation. You, too, can Project Manage your own path to success.
Bio:
David C. Thurston is president of Synergistic
Coaching, a career and executive coaching firm helping people master career
and life skills. In his extensive career at AT&T, Dave was known as
a conscientious mentor and innovative developer of people. His varied responsibilities
in the corporate world ranged from managing large work teams and projects
to conducting high-stakes contract negotiations. Today, Mr. Thurston is
a respected corporate and executive coach who enjoys helping employees
at all levels perfect their visionary, strategic and inter-personal skills.
His corporate coaching specialties include high impact teambuilding, talent
management, communications and organizational design. David is an
experienced lecturer and seminar leader on various business and life skills,
with an emphasis on career development issues. He has assisted countless
clients in enhancing their current careers and others in effectively transitioning
to new, more rewarding career paths. He is a graduate of Coach University,
the leading training institute for personal and business coaching. Dave
is a certified personal assessment trainer for Peoplemap, a program designed
to foster individual and team growth through better understanding of oneself
and others. In addition, he is a certified graduate of the Relationship
Coaching Institute, a coaching specialty devoted to relationships and modern
lifestyles. He is also a Certified Professional Behavioral Analyst
and Professional Values Analyst, providing greater self-awareness to maximize
success. David is married and has two daughters, both of whom are
trained psychologists. David’s wife, Linda, specializes in training
in the personal health and fitness arena. The Thurston's resided in central
New Jersey for over twenty years before relocating to Bucks County, Pennsylvania.
David is a graduate of Union College in Schenectady, New York, where he
earned a Bachelor of Arts degree in English.
 |
Kimi Ziemski, PMP |
Topic: The Killer Competency
- Clear and Effective Communications
Abstract
One of the top reasons that projects fail,
regardless of which survey, study or white paper you consult, is lack of
clear, effective communications. In the 80’s we would talk about the ‘killer
ap’ - the application that could make or break a company – perhaps even
create an industry. Now we operate in a different kind of economy, a different
understanding of security – both professional and personal. We have the
opportunity to define something different – a killer competency. The killer
competency can transform a professional, a team, a project. What
makes communications the killer competency? The ability to level
expectations to bring results that are accepted. The ability to deliver
negative news without making a situation negative. The ability to
navigate mixed expectations and mixed messages to a safe harbour where
team members and stakeholders can meet to effect results. This talk
will discuss: Why do you talk about this to project managers?
How do I learn to communicate better? How can I use this tool?
Why should I learn to use this tool?
Bio:
Kimi Ziemski, PMP, currently delivers
PMI based project management principles and PMP exam prep material all
over the country. She also works with clients such as AT&T, Boeing
and Lockheed Martin Marietta delivering customized programs to address
specific situations within sales and delivery organizations.
Before re-joining the training and development industry in late 2000, Kimi
worked with multi-national and key accounts in the diverse environment
of Silicon Valley. Her organizational skills and technical abilities,
while keen, were not, she believes, the key to achievements, year after
year, of significant corporate expectations of revenue and profitability.
It is her understanding of how to work with the people whether next door
or in the next time zone is the key to her ability to successfully manage
projects.
Updated: 09Jun09 |
