Repeating SNEC's Successful Half-Day Workshop Offerings!
Tuesday Morning - April 30, 2013 - 8:00AM to 12:00PM
CHOOSE ANY ONE 4-HOUR WORKSHOP SESSION
We've listened to your feedback about providing more in depth work sessions and are pleased to announce that we will again be offering four different half-day workshops on Tuesday, April 30th. This is the morning immediately following our popular all-day PM Conference. You can attend a Workshop by itself or combine with the PM Conference to maximize your learning while minimizing your financial investment. PMP's and other credential holders earn 4.0 PDU for attending a Workshop.
Registration and a Networking Breakfast begin at 7:00 a.m. on Tuesday, April 30, 2013. The workshops will begin at 8:00 a.m. and end at 12:00 p.m.
Below is a detail level view of this year's Workshop offerings:
Click here for Fee Information or to Register for one of the four Workshop Sessions *
Click on one of the following to jump directly to that Workshop Description or Speaker Bio:
Dr. John Byrne
Polaris: Managing Risk and Complexity
Most of us have been involved projects we considered impossible. But I doubt many of us have been involved in one as nearly impossible as the Polaris Project. The Polaris project was conceived and designed in the 1950s. This project was considered vital to the security of the Western world during the Cold War. This project was to create a seaborne weapon system designed to launch nuclear ballistic missiles. This project was replete with complex technical and political issues that many wondered if these issues would cripple the project. This presentation will explore this project by examining these complex technical and political issues faced by the project and the part risk management played in the overall success of the project. At the start of the project, some wondered if the project was at all possible. In the end, through the development and use of various risks management techniques, the project was ultimately successful.
The United States Navy’s Polaris project was one of the most significant projects in human history. The product of this project, the Polaris missile and submarine, has successfully influenced numerous geopolitical world events in the last 50 years. Risk management played a pivotal role in the success of this project. Without the development and use of new risk management techniques by the project’s Project Management Office, there is little evidence this project would have been successful. Through the exploration of this project, one can gain a better grasp of the use of risk management and insight into the management of complex projects. Many now consider this project to be the best managed project ever in the history of the Department of Defense.
Upon completion of the presentation the students should have a better understanding of complex project management and risk management as illustrated by the Polaris project. Specifically the presentation will cover the following:
- How political influences can impact a project
- How to manage under adverse project situations
- Techniques for managing complex, highly technical, high risk projects
Dr. John Byrne is a Professor at DeVry University and Senior Faculty at the Keller Graduate School of Management. Dr. Byrne is an outspoken advocate of project management. Dr. Byrne has spoken at Leadership Sessions at PMI's Global Congress, at breakout sessions at PMI's Global Congress, and at numerous PMI Local Chapter Sessions.
Dr. Byrne is a consultant to industry on Project Management and has been a practitioner of project management for over 20 years. John delivers seminars and webinars on project management.
Dr. Byrne has written books and articles on management, leadership and project management. His latest book "Manhattan: Lessons in Leadership, Motivation, and Power" will be out early this year. This book examines the Leadership, Motivation, and Power through the eyes of the Manhattan Project. His previous book "Polaris: Lessons in Risk Management" explores risk management through the eyes of the U.S. Navy's Polaris project.
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Creating Business Prioritization for Projects and Portfolios
Generating Project Portfolio Management Drivers, Priorities and Consensus
So many project software tools now offer some level of project selection and prioritization functionality that it would seem certain that all project offices would naturally include a project prioritization process. That’s not necessarily so.
The challenges with project selection and prioritization start off well before the automation of the process. Project prioritization and project selection are often changes in the organization’s culture and there are natural challenges to implementing such changes.
In this workshop we will look at how to distinguish project selection and prioritization processes and how to create your own criteria and procedures for them. We will discuss when such processes make sense and when they do not and look separately at both strategic project selection and operational project prioritization. While these processes may be blurred together in many software tools, the mind set for them should be quite distinct. Participants will learn:
- How to identify and distinguish the project selection and prioritization process from the project scheduling and tracking process;
- The basic building blocks of a project selection/prioritization process along with easy; steps to creating a basic prioritization process for any organization and;
- The steps required to create a project selection and prioritization process implementation project and the potential pitfalls and challenges to be aware of.
As the president and co-founder of HMS Software, Chris Vandersluis has been instrumental in the growth and sustained level of operations of HMS since 1984. Under his guidance, HMS has become recognized as one the foremost suppliers of project management products and expertise in Canada and one of the most significant suppliers of timesheet and project tracking software in the world. HMS is the publisher of TimeControl®, one of the world's most successful project-based timesheet systems.
Mr. Vandersluis has, become recognized as one of the world's authorities on enterprise project management and on enterprise project systems. He has written for numerous publications including Fortune Magazine, Heavy Construction News, the Ivey Business Journal, the American Management Association, PMI's PMNetwork, ProjectTimes, Chief Project Officer magazine and Computing Canada magazine and the author of the popular blog EPMGuidance.com. He is the past president of the Montreal chapter of the Microsoft Project User Group (MPUG) and co-founder of the Montreal and Toronto chapters of the MPUG. He teaches Advanced Project Management at McGill University and often speaks at project management association and business functions across North America and around the world.
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Richard J Hews
Listening for the Next Project Conversation
The purpose of this workshop is to prepare you for the conversation that will have the biggest impact on the success of your project.
The so-called soft skills of communications and listening are important for Project Managers in the context of their projects. The nature of the conversations and skills required will vary depending on what stage the project is at. We need to know what to listen for in project conversations and what is important.
Having a generative view of team conversations allows us to observe the key elements of the conversation, practice the important listening skills and turn the learning into action. In this workshop you will:
The workshop will be informed by the results of a survey that workshop participants will be invited to take beforehand. The results will be used to identify the areas of general concern based on the 10 critical conversations of teams. Examples and practical learning will be drawn from the survey responses.
- Learn about the 10 critical conversations of teams
- Identify the conversation that is overdue on your project - based on the learning and feedback from the survey
- Practice listening for what is most important in these conversations
- Outline the conversation that you need to have next in terms of
- What concern or need do you need to take care of?
- Who are your customers and performers and what are their standards?
- How will you work towards trustworthy outcomes?
Richard J Hews, ACC is an Organizational Leadership and Change Coach whose passion is helping leaders achieve their organization's visions in ways that both inspire and develop employees. As a founding partner of Triscendance and Collaborative Solutions, Richard develops assessment tools and workshops designed to help leaders address team performance and open and guide the conversations of trust that are at the heart of every successful endeavor. He regularly partners with other coaches and consultants on projects including leadership development workshops. Richard's promise is to help organizations develop the tools and practices of healthy organizational self-sufficiency.
Richard’s work is based on over 30 years of executive leadership and management experience in the UK and US in Pharmaceutical Research and Development in the disciplines of statistics, project management and strategic management. He built a department responsible for statistical design and analysis of clinical programs that resulted in billion dollar therapies and led the provision of project management and leadership expertise to the multidisciplinary drug development projects. He also led multidisciplinary change initiatives to improve the performance of drug development. Richard Hews has served as Board President of Safe Futures of Southeastern Connecticut, and he regularly volunteers his time to coach leaders of a number of different non-profit organizations.
Richard is an Associate Certified Coach with the International Coach Federation. He is an ontological coach certified by the Newfield Network, and a certified somatic coach from the Strozzi Institute. Richard is certified in the practices of Organizational Execution in the Coaching Excellence in Organizations program offered jointly by the Institute of Generative Leadership and Newfield Network. He holds a Masters degree in Statistics.
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The Power (and Value) of Nice
Using Neuro-Axiology to Understand and Utilize the Power of Nice
In today's environment and interconnected world, organizations and individuals with a reputation of fairness, cooperation and niceness forge the relationships necessary to achieve bigger and better things in life, in their careers, and in business.
Being nice doesn't mean acting like a door mat and being a pushover. In fact, "nice" may be the toughest four-letter word that you use as a leader. Nice leads to opportunity, effectiveness and success.
There is real, experiential and mathematical evidence supporting the Power of Nice. There is more value in being nice than being right. There is more value in being nice than giving money to a charity (although that is 'doing' nice). When you understand the true value of being nice, you unleash your power and your influence as a leader. In this presentation, you'll discover:
- The #1 reason people quit their jobs,
- Positive feelings = more ethical behavior and better communication,
- Science of Nice and its effects on the brain,
- Why Nice Works,
- How to be Nice to others and Nice to you.
Traci Duez earned a bachelor's degree in chemistry from Case Western Reserve University in Cleveland, OH. She then entered the master's program in athletic coaching at The Ohio State University. She has coached basketball at the high school and collegiate levels. She was also a project manager for 17 years and directed over 100 consultants for an IT consulting firm.
Today Traci applies her background in science and coaching to help Project Managers and executives measurably improve their thinking and leaderships skills using the breakthrough science of neuro-axiology. You'll learn more about her and neuro-axiology during this presentation as well as how to immediately apply your new knowledge to your career and your life.
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* Note: Workshop Events are subject to cancellation if minimum required participation is not achieved.