SNEC PM Conference 2007
Presentation Abstracts and Speaker Bios

(Arranged by Track)

BASIC TRACK - ROOM 11-12

Launching and Leading an Effective Project Team
Doug Schumann, PMP, Senior Director of Learning Services, Picis

For the new project manager, it is imperative to start your project off “on the right foot”. One significantly important aspect of leading an effective project team is getting “buy in” from the team. This session will focus on the leadership, management, and interpersonal skills necessary for project success.

Doug Schumann is Senior Director of Learning Services for Picis, responsible for all training and consulting resources assigned to Picis’ software implementations and version upgrades. In addition, Doug’s team develops Picis’ training and documentation manuals and materials. Prior to joining Picis, Doug was VP of Support for SSIMED Corporation. Doug’s background also includes several years of consulting experience with Accenture/Andersen Consulting where he was responsible for the functional development of computer and online training programs. Doug was previously a high school social studies teacher. Doug holds dual Bachelors degrees in Political Science and Sociology as well as a Masters Degree from the University of Connecticut’s Neag School of Education.
 

A Beginner’s Guide to Earned Value Management
Raymond Sheen PMP, President of Product and Process Innovation, Inc
 

This program explains in layman’s terms the elements and attributes of Earned Value Management. Through a combination of lecture, guided discussion, and a simple case study, this workshop will introduce the three sources of earned value data and the calculations that embody earned value management.

Raymond L. Sheen, PMP, has over 25 years of practical project management experience. He has managed and consulted on projects in many industries including, biotech, consumer electronics, aerospace, industrial equipment, utilities, pharmaceutical, financial services, and government. He spent ten years in the United States Air Force and nine years at General Electric in project management and executive management positions. For the past eleven years he has consulted with companies around the world in the areas of product development, project management, and operations management. He has a BS from the United States Air Force Academy and an MS from the Massachusetts Institute of Technology. Ray is currently president of the consulting firm Product and Process Innovation, Inc, and teaches seminars on project management for Worcester Polytechnic Institute and Clemson University.
 

Using Risk Management Techniques as a Team Building Exercise
Michael C. Annon, PMO, Senior Project Manager, Proto-Power Corporation
 

This presentation discusses an approach unitized on several projects to implement Project Risk Management in such a way that enhanced the Project Team’s effectiveness by conducting the risk identification and initial analyses in a positive Team Building type format; as well, “de-mystified” risk management for novice team members.

Mr. Annon has over 35 years of engineering, managerial, and management consulting experience at Nuclear & Fossil Fueled Power Plants, DOW facilities, and the military. He received his BSEE from Worcester Polytechnic Institute (WPI) in 1968. His areas of specific technical expertise include management consulting, project management, Instrumentation and Control (I&C) and electrical systems as applied to design, licensing, startup, testing, operations, and training. Over the last 20 years, a significant portion of his work has involved rescuing troubled projects; as well as ensuring that complex, multi-disciplined projects get started as a cohesive and team-spirited organization.
 

How and Why to Use Different Project Management Scheduling Tools
Raymond Sheen PMP, President of Product and Process Innovation, Inc
 

This workshop addresses the advantages and drawbacks of many project scheduling tools and formats, such as Gantt charts, Milestone charts, Network Diagram, Calendar view, Task Lists, Critical Path, and Critical Chain. Guidelines are provided on when to use each tool and how to use it to its greatest advantage.

Raymond L. Sheen, PMP, has over 25 years of practical project management experience. He has managed and consulted on projects in many industries including, biotech, consumer electronics, aerospace, industrial equipment, utilities, pharmaceutical, financial services, and government. He spent ten years in the United States Air Force and nine years at General Electric in project management and executive management positions. For the past eleven years he has consulted with companies around the world in the areas of product development, project management, and operations management. He has a BS from the United States Air Force Academy and an MS from the Massachusetts Institute of Technology. Ray is currently president of the consulting firm Product and Process Innovation, Inc, and teaches seminars on project management for Worcester Polytechnic Institute and Clemson University.
 

Presentation Skills for Project Managers
Gilda Bonanno, Speaker & Trainer
 

As Project Managers, we often need to present in front of groups, including the project team and the stakeholders. This interactive session will provide you with the techniques you need to make your next presentation more relevant and engaging. Sharpening your presentation skills will allow you to be more confident and effective as you communicate plans, status and changes around the triple constraints of cost, time and scope.

Gilda is a full-time speaker and trainer, specializing in communication and presentation skills. Her background includes speaking and training in corporate, academic and community settings, including Deutsche Bank, Goldman Sachs, and Southern CT State University. She is a certified Prince 2 Project Manager, has completed the PMI Project Management Certification Program. Prior to launching her speaking career, she worked in process reengineering and project management in the pharmaceutical and information technology industries. Gilda is President-elect of the Southern CT chapter of the American Society for Training and Development, a member of the National Speakers Association and active in Toastmaster International, where she is a frequent participant in speech contests.
 

INTERMEDIATE TRACK - ROOM 24-25

Project Sponsorship – Managing the Executive Role in Project Excellence
Charles Jones, PMP, Senior Project Manager, The United Illuminating Company
 

Establishing an effective working relationship between the Project Manager and the project sponsor is an important step in establishing a foundation for project success. This presentation will provide a methodology and some tools and techniques to help accomplish this early in a project.

Charles Jones, PMP, is a Senior Project Manager in The United Illuminating Company’s Program Management Center (PMC). The PMC is the center of excellence for Project Management, Process Improvement, and Strategic Planning. His responsibilities include managing strategic projects, process owner for Business Continuity Management, developing and instructing PM training, and promoting project management as a strategic objective. He is a PMP, holds a Mastery Certificate in Project Management and is a Certified Business Continuity Professional.
 

Project Controlling System
Bert Engelbrecht, CEO, DISCON Specialists
 

The objective of the Project Controlling System (PCS) is to ensure compliance with the projects objectives. This process entails monitoring and evaluation of tasks performed, deliverables produced and resources consumed or applied in the process of the project. It enables project management to identify and eliminate deviation, and compels constant revision of the objectives and plans.

Bert Engelbrecht obtained an Honors degree in B.Sc. Computer Science from the University of Pretoria in South Africa in 1988. His thesis for his Honors degree was based on methodologies and automated support tools. Bert is currently Chief Executive Officer of DISCON Specialists, a company he started in South Africa in 1994 to enable the business community to pro-actively change their businesses.
 

Managing Innovation Projects
Bob Fannin, PMP, SCPM, MIS, Principal Consultant, Global Project Management
 

The failure rate for IT or other developmental projects is growing due to the complexity or creativity required. This course offers you the tools and techniques special for working with complex innovation projects by:
• Understanding the difference between traditional and innovation projects,
• Applying unique planning and execution techniques,
• Identifying the key success factors in leadership and knowledge sharing needed for innovation projects.

Bob is a project consultant for Global Project Management with 30 years of success with high tech projects in product and new service development for the planning, implementing and training of innovation teams. Bob has worked 17 years abroad, and in 1997 he directed multi-country operations for the Siemens Corporation supporting their account management and technical services in support of global customers. His core expertise is in developing project and portfolio management solutions for creative innovation-based organizations with regards to the roll out of new products, services and systems for the global market.
 

The Project Genome Mapping
Kerry Willis, Director of Planning, eBusiness and Technology, The Hartford
 

The likelihood of success for your project, is locked within its DNA structure. The makeup of every project is based on the same building blocks, but some succeed and some do not. This presentation describes the atomic elements, shows their relationships, identifies genetic defects and explains how to structure them properly.

Kerry Wills has worked as a Consultant and Project Manager for Fortune 500 clients on multi-million dollar projects for twelve years. During that time, he has worked in several capacities; as a Program Manager, Project Manager, Architect, Developer, Business Analyst, and Tester. Working in each of these areas gives Kerry a deep understanding of all facets of the development lifecycle. Wills is also a member of Mensa and has a unique perspective on project work, resulting in six patents, published articles, and speaking experience at several PMI chapter meetings and global conferences.
 

Traditional Project Management (TPM) vs. Adaptive Project Framework (APF)
Mike Judge, AVP, New York Life
 

This session gives a brief overview Adaptive Project Framework and its five phases in order to compare this methodology to Traditional Project Management. The seminar provides the ins and outs of ADP and recommends when to use TPM vs. APF – and why!

Mike Judge has 20 years of experience in managing projects for such companies as Chase Manhattan (New Branch “DeNovo” Builds, Metrotech); IBM (Hogan Mainframe, Electronic Check Re-Engineering); Getronics Wang (Call and Data Center Relocations); Lucent Technology (International Naval Review - Fleet Week, Global Crossing POP Consolidation, AmeriTel Hub Sites); AT&T (VPN Infrastructures and Business-to-Business Networks); and Morgan Stanley (Data Center Migration). In his present position, Mike serves as AVP, Implementation Management with New York Life and is engaged is several architectural & engineering endeavors requiring project management expertise. As an instructor, Mike has been teaching advanced education courses in Project Management both in the private sector and at such locations as Brooklyn College, Westchester Community and Bergen County Community colleges. Mike graduated from Villanova University in 1976 and obtained his PMP in 2000.
 

INTERMEDIATE/ADVANCED TRACK - ROOM 26-27

Blind Spots: See What You Can’t See for Effective Project Management
Claudia M. Shelton, President of The Hopewell Group
 

Blind Spots are things we do that we are not aware of which disturb other people. They can lead to conflicts, interfere with project progress, and block our career goals. Claudia Shelton demonstrates how members of a project team can learn to see our blind spots and turn them into strengths for more productive and effective teamwork. This forum is based on the new book, Blind Spots: Achieve Success by Seeing What You Can’t See by Claudia M. Shelton (John Wiley & Sons, April, 2007.) and is focused around a project management case where conflict among team members is thwarting project goals and schedule. Participants will learn how to help team members to recognize blind spots which are leading to conflicts—and turn these blind spots into constructive action. The on-line Blind Spots Profile will be introduced, which participants can use to manage similar situations in their own teams.

Claudia M. Shelton, President of The Hopewell Group, is an author, speaker, educator, and executive coach and was previously a senior executive for several Fortune 500 companies. Her presentations for companies from Fortune 500 to small entrepreneurial start-ups have earned her praise from leading executives; her leadership and high performance seminars have produced measurable performance improvements in numerous organizations.
 

Compliance and EPM
David M. Sides, PMP, OPM3, ITIL, Vice President, Project Delivery Services National Practice Lead, Sogeti  USA, LLC

This session describes the use of Enterprise Project Management (EPM) in Regulatory Compliance, including the discussion of compliance in general and, specifically, the Project Manager’s role to establish a control structure for application and initiatives that are relevant to compliance. It also covers IT management processes that are fundamental to the organization’s controls, the importance of the Project Manager’s role in assuring an effective controls framework, forthcoming regulations and what they mean to the IT and PM professional, the importance of IT quality assurance and controls in compliance, and what to look for in technology that supports compliance, including EPM tools.

David Sides, PMP, OPM3, ITIL, is a PMI R.E.P. with 20+ years in IT, domestic and international Program and Project Management; Organizational and Process Improvement consulting. His experience spans multiple industries, including Financial, Banking, Insurance, Pharmaceutical, Telecommunications, Automotive, and Transportation. David is a specialist in developing, implementing, and improving PMOs, including governance, controls, project, program, and portfolio methodology and process improvement using frameworks such as OPM3, ITIL, and CMMI. He is a developer and trainer for OPM3 ProductSuite; Certified Assessor and Consultant, 2006, as well as a compliance consultant for Sarbanes-Oxley remediation using COSO and COBIT.
 

The 5x5 PMO
David M. Sides, PMP, OPM3, ITIL, Vice President, Project Delivery Services National Practice Lead, Sogeti USA, LLC
 

This set of best practices identifies five specific initiatives across five key PMO support areas: Knowledge Management, Business Management, Methods Management, Risk Management and Resource Management. There are 25 specific best practices identified in the seminar that can raise the business value of any PMO. This seminar also provides examples of how PMO success was achieved, the attributes of a value-enhancing PMO, and how to address the gap between your PMO today and where it could be in the future.

David Sides, PMP, OPM3, ITIL, is a PMI R.E.P. with 20+ years in IT, domestic and international Program and Project Management; Organizational and Process Improvement consulting. His experience spans multiple industries, including Financial, Banking, Insurance, Pharmaceutical, Telecommunications, Automotive, and Transportation. David is a specialist in developing, implementing, and improving PMOs, including governance, controls, project, program, and portfolio methodology and process improvement using frameworks such as OPM3, ITIL, and CMMI. He is a developer and trainer for OPM3 ProductSuite; Certified Assessor and Consultant, 2006, as well as a compliance consultant for Sarbanes-Oxley remediation using COSO and COBIT.
 

Successful and Unsuccessful Outsourcing Projects-A Real Life Example!
Mark Hehl, International Business Operations Consultant, Strategic Business Solutions, LLC
 

Many companies run into trouble when they shift work offshore. This presentation provides a real life example of what happens when the proper project management techniques are not utilized and outlines the problems encountered along with what should have been accomplished up front to ensure success. Issues addressed include management support and authority, planning and resources, interpretation and translation personnel, facilities, expertise and equipment, safety, sense of urgency, discipline, handling and storage, responsiveness, cleanliness, and access to related areas

Mark Hehl‘s work experience spans many industries including: aerospace, metal parts, plastics, glass, consumer products, electronics, telecommunications, pharmaceuticals, textiles, oral care, body armor, cosmetics and automotive. He holds a BS Degree in Electrical Engineering from the New York Institute of Technology and a MS Degree in Management from the Polytechnic Institute of New York. His efforts have produced significant increases in quality, meaningful reductions in lead times and substantial cost savings. Previously, Mr. Hehl was Manager of Worldwide Quality for The Timex Corporation. During his tenure, he implemented quality improvement, Lean and Six Sigma initiatives with the supply base in Europe, Latin America and Asia.
 

10 Thou Shalt of Project Management
Charles Moulter, PMP, MBA, CEO eAnswers, Inc
 

There are a few critical Project Management principles that are key for success. We all know them, however in the day-to-day grind of running projects/programs these tend to slip from our view. This purpose of this session is to remind us of these 10 principles.

Chuck is the founder and CEO of eAnswers, Inc. a Management and Project Management consulting firm based in Massachusetts. Chuck has more than 25 years experience in all levels of business and has been involved with project management for well over 20 years, including DOD production and R&D programs, Healthcare, eCommerce and P&C Insurance. The positions Chuck has held have ranged from Director of I.T. Insurance Systems to V.P. for e-Commerce Applications. He has delivered projects for such major corporations as General Electric, Northrop-Grumman, Allied-Signal, Harvard Pilgrim Health Care and OneBeacon Insurance Company as well as with an Internet start-up company, managing both IT based projects and business based projects. He earned his MBA with a concentration in Marketing and Strategic Planning from UMass and his Bachelor’s degree from Worcester Polytechnic Institute in Mechanical Engineering. In his spare time, he is an adjunct instructor for both Dean College (Franklin, MA) and Emmanuel College (Boston, MA) where he teaches business courses. He is a member of the Ocean State chapter of PMI.
 

ADVANCED TRACK - ROOM 14-15

The Growing Importance and Role of the Project Manager in Successful Strategic Sourcing and Outsourcing – Why, What and How?
Dr. Gad J. Selig, PMP, COP, Managing Partner, GPS Group, Inc. & Director, Technology Management & Dual

Graduate Business/Engineering Degree Programs, University of Bridgeport
With increasing pressures to reduce costs, become more competitive, and keep abreast of new technologies, many organizations are turning to off-shore, near shore and rural based strategic sourcing and outsourcing vendors for some or all of their sourcing needs. Recently, a growing number of companies have indicated that their outsourcing initiatives have not been as successful as they had hoped due to inadequate or poor project management talent available to manage the strategic sourcing initiative from a full strategic sourcing life cycle perspective or inadequately prepared outsourcing business cases and requirements. This session covers the why, what and how as well as the rewards and risks of strategic sourcing and vendor management, and the growing role and importance of the Project Manager and Business Analyst in managing successful strategic sourcing initiatives. Several case studies will be presented.

Dr. Gad J. Selig is Managing Partner and founder of GPS Group, Inc., a consulting, research and education firm that focuses on strategic marketing and growth, business and technology transformation, new product development/product management, IT strategy and governance, program/project management and strategic sourcing issues and opportunities. Dr. Selig is an Associate Professor of Marketing, Management and Technology and the Director, MS in Technology Management and Dual Graduate Business/ Engineering/ Technology Degree Programs at the University of Bridgeport. He earned degrees from City, Columbia, and Pace Universities in Economics, Engineering, and Business. He has authored two books and over forty articles and conference proceedings. He is a dynamic and popular speaker at industry conferences in the U.S. and abroad. He is currently writing his third book, which will have a chapter dedicated to Strategic Sourcing.
 

Contrast and Similarities Between Systems Engineering & Program Management – Why PMP should be a ‘System Thinker’
Ashok Jain, MBA, PMP, CSEP. Fellow Systems Engineering, Pratt & Whitney, UTC
 

‘Systems Engineering’ approach has picked up great momentum in the last five years. Both DOD and commercial industries are trying to outperform each other and their competitors to produce value based products and services. A project manger must understand the basics of systems engineering (SE) how to leverage ‘System Thinking’ to gain maximum efficiency of his/her project. This presentation will compare basic principles of systems engineering and project management and highlight the similarities and differences between these two disciplines. Practical guidelines to use SE to the PMP’s advantage will be provided.

Ashok is a leading practitioner who brings a unique blend of practical hands-on experience with "systems thinking" and innovative ideas and solutions to deal with the real-world challenges of complex environments. He has worked for various international industry leaders including AlliedSignal, Honeywell, and now at Pratt Whitney. He has distinguished himself as a leader in various technical fields as well as leadership roles in various project and program teams. Ashok is widely recognized in the industry for his innovations, customer satisfaction, and a true concern for the economics and profitability of the company.

Ashok has two MS degrees in engineering, aerospace, applied mechanics, as well as an MBA from Arizona State University. He is a Certified Systems Engineering Professional (CSEP) through the International Council on Systems Engineering (INCOSE). He is also a certified PMP and a Six-Sigma Black Belt.
 

Creating a Quantitative Risk Management Tool Tailored for Your Business Project
Raymond Sheen PMP, President of Product and Process Innovation, Inc
 

Many quantitative risk analysis tools are complex, expensive and time consuming. This workshop introduces a methodology for developing a simple, easy to use quantitative risk management tool in the form of a standard spreadsheet. The tool will easily adapt to changing business conditions and lessons learned from previous projects

Raymond L. Sheen, PMP, has over 25 years of practical project management experience. He has managed and consulted on projects in many industries including, biotech, consumer electronics, aerospace, industrial equipment, utilities, pharmaceutical, financial services, and government. He spent ten years in the United States Air Force and nine years at General Electric in project management and executive management positions. For the past eleven years he has consulted with companies around the world in the areas of product development, project management, and operations management. He has a BS from the United States Air Force Academy and an MS from the Massachusetts Institute of Technology. Ray is currently president of the consulting firm Product and Process Innovation, Inc, and teaches seminars on project management for Worcester Polytechnic Institute and Clemson University.
 

OPM3® – Pathway to Strategic Business Improvement
Larry Bull, Manager, OPM3® Products & Services, Project Management Institute (PMI)
 

In today’s global competitive environment, organizations are seeking methods that improve their ability to deliver on their strategy. PMI’s Organizational Project Management Maturity Model (OPM3®) is “designed to help organizations translate strategy into successful outcomes, consistently and predictably.” In support of this statement, OPM3 utilizes a framework of globally developed Best Practices in organizational project management that aligns maturity in the structure and execution of project, program and portfolio management with the achievement of strategic business improvement and successful organizational outcomes.

This presentation will follow a progression of practical steps to demonstrate how the foundation of organizational project management maturity in the structure and execution of project management helps an organization translate its strategy into successful outcomes, consistently and predictably. It starts with a discussion of the problems that organizations are facing globally with project management performance. Several credible sources will be quoted that explain the extent of the issues facing organizations that deliver their strategy via projects.
Larry is an Industrial Engineer whose corporate career includes senior leadership roles as Director of Information Services and Chief Financial Planning Officer for CSX Transportation, a national rail transportation company, and Chief Financial Planning Officer for NovaCare, a national healthcare provider. During his tenure with CSX, Larry also directed a number of major enterprise-wide change projects including design of the company’s new Transportation Management System and implementation of its Enterprise Resource Planning System. At NovaCare,

Larry directed implementation of its Balanced Scorecard and served as financial lead for reengineering its entire business operation. Prior to joining PMI in 2004 to lead the development and operation of OPM3 ProductSuite, Larry directed his own management consulting enterprise specializing in business performance improvement and project leadership. Larry now directs all OPM3 product and service requirements for PMI. He completed his MBA studies at Duquesne University and received his M.Ed. in Instructional Design from Penn State University.
 

Improving the Project Selection Process – What We Would Do Differently Next Time!
Alexandra Lee, PM Director CIGNA Systems;
Kevin Connell, Marketing Product Director, CIGNA
 

Project Portfolio selection gone wild! You may have seen it before – any business needs to generate, evaluate and fund new project ideas but many struggle with inconsistent (or non-existent) processes, tools and templates. This can have devastating effects on project selection! What happens when IT and Business partner together to rebuild the Project Selection process across a large and disparate enterprise? Find out when representatives from both IT and Business recount their experiences first hand and provide insight into what worked well (and what didn’t). This is a joint presentation that covers the real life opportunities and challenges of creating and implementing new process, tools and templates to improve Project Portfolio selection at a large insurance company.

Alexandra Lee, originally from Canada, has experience in Project Management methodology development and execution. She found herself in Connecticut after accepting an invitation to join CIGNA’s Program Management Practice in 2002, having provided consulting services through KPMG. Alex is currently leading a team responsible for Project Proposal Intake and Estimation team within the IT division. Her responsibilities include working with her Business and IT partners to determine impact and cost estimates for projects seeking Enterprise funding, improving the quality of the Intake and Estimating processes through the incorporation of partner feedback, and developing tools that enable process consistency and transparency.

Kevin Connell leads a team at CIGNA that is responsible for New Product Development and project portfolio management. Kevin is also focused on assisting his business partners with defining earning impacts and screening projects for funding recommendation, while ensuring that project selections are in alignment with the company’s strategic focus. Kevin’s background includes a role as a Financial Consultant at Price Waterhouse with experience auditing financial statements and defining metrics for validity and accuracy and also has experience as a financial controller responsible for operational improvements within the business.
 

ALL LEVELS TRACK - ROOM 16-17

PMI Certification Update
Tom Bates, MBA, Certifications & Standards Supervisor, PMI
 

PMI offers the Project Management Professional (PMP®), the Certified Associate in Project Management (CAPM®), the Organizational Project Management Maturity Model (OPM3®) ProductSuite certification, and for individuals who manage programs, the new Program Management Professional (PgMPSM) credential.

The PMI Certification Update will provide an overview of the various PMI credentials, how the programs are governed and operate as well as how to maintain your credential.

Tom Bates is the Certification Standards Supervisor for Project Management Institute (PMI), where he oversees the Continuing Certification Requirements (CCR) program and the application and CCR audit processes. Mr. Bates joined PMI in 2004.

Mr. Bates brings over 10 years of experience in the area of management to PMI. His expertise includes training and development management, strategic planning, as well as IT planning and management. He has spent a significant portion of his professional career in various positions for companies which became Verizon Communications. More recently he served as Lead Systems Planner for Verizon Advanced Data, Inc., where he provided budgeting and planning support for high-speed data infrastructure deployment and call center support systems.

Mr. Bates is a lifelong resident of the Philadelphia area. He has a BA from The Pennsylvania State University in State College, PA and an MBA from Widener University in Chester, Pennsylvania.
 

Project Manager: Manage Yourself
Dennis Smith, Partner, Strategies in Play, LLC
 

A project manager’s work is overloaded with demands for time, immediate response, personal presence, rapid communications, and the needs of developing and maintaining multiple plans. The Project Manager: Manage Yourself interactive workshop shows simple tools and processes to more effectively prioritize project managers’ personal work more effectively while lowering their stress.

Dennis Smith is a Partner and Senior Consultant in Strategies In Play LLC. His focus on team design, leadership, project predictability, and risk mitigation has resulted in countless successful organizational designs, process redesigns, product start-ups and IT turnarounds. Prior to consulting, Dennis served in several positions including General Manager of a Honeywell business, Vice President of Engineering, Programs Director and Marketing Director.
 

Making Your Ideas Theirs: Advanced Communication
Matthew Carlen, Principal Partner, 7th Wave Solutions and Boston University Corporate Education Center
 

Do your messages hit their mark? When communicating with others, do you get
the results you want? Whether presenting to an audience of thousands, conveying information to a team, or delivering a difficult message one-on-one, communicating effectively is one of the most powerful skills for achieving your objectives. Yet, masterful communication goes beyond simply crafting a clear message or practicing active listening skills. Communication that carries out a strategy requires that you decode the hidden clues and subtle cues in others' words and behaviors and use that information to craft and deliver the most influential and persuasive messages.

Matt Carlen is a co-founder of 7th Wave Solutions, a Boston University Corporate Education Center (BUCEC) strategic partner. For more than 20 years Matt has worked with Fortune 100-500 companies, specializing in leader and organizational leadership system assessment and development. As a founder of EMC University, Matt directed Organizational Development, Leadership and Management Development, and Continuous Process Improvement efforts for EMC Corp. Matt also led Executive Development for a division of Melville Corporation, a Fortune100 specialty retailer.
Matt is certified in Leadership Development through the Center for Leadership Studies, and has also received leadership training certification through Achieve Global and Franklin-Covey. He holds a Master’s degree in Organizational and Career Development.
 

Courageous Project Leadership
Dr. Jerry Brightman, President, The Leadership Group
 

It’s time for the field to recognize the importance of referring to our work as leadership rather than management! In the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. …and this can only be done by courageous project leaders! Each participant will leave the workshop with at least one or two personal “aha’s” about their own personal needs for greater courage in their project leadership journey as well as with an awareness of the differences between project management and leadership.

Dr. Jerry Brightman is currently President of The Leadership Group (TLG) in Canaan, NH. TLG is focused on helping leaders and their teams understand and actualize those behaviors that will make them great. In addition to program design and facilitation, Brightman does one-on-one coaching and mentoring as well as a number of speeches around the world related to leader development, leadership development, team learning, change management, dialogue, systems thinking and organizational learning. Dr. Brightman has also taught part time graduate MBA classes at Boston University, Boston College, Bentley College and Cambridge College. Dr. Brightman holds a Doctorate in Business (DBA) degree from The George Washington University, an MBA from American University and a BA in Economics from Clark University.
 

Emotional Intelligence, Communication and Leadership
Andrea Isaacs, President of Emotional and Physical Intelligence
 

Emotional intelligence determines our true potential for success in life and on the job – even more than IQ. The best leaders, teams and employees have it. Do you? This experiential workshop will help you understand your communication style and give you a technique for increasing your emotional intelligence and leadership skills.

Andrea Isaacs combines the study of personality with movement and brain science. Her system is based on how emotional habits are formed and offers a tool for breaking free of ineffective habits to increase emotional intelligence. She is a faculty ember for the Riso-Hudson Professional Training Program, a frequent guest teacher for Ginger Lapid-Bogda’s Enneagram in Business Training Program, teaches an EPI Certification and Train-the-Trainer program and conducts workshops and sees private clients internationally. She is on the Executive Board of the International Enneagram Association.