Day 1 and 2 of this year’s Symposium will provide project management professionals with the opportunity to learn from seasoned experts, share knowledge with their peers and grow as project managers.
PMI OVOC Symposium attracts various local, national and international speakers, who will lead you through new ways of seeing old ideas, share new theories and strategies and equip you with many tools and techniques, in order to allow you to leave having learned, shared and grown as project managers.
You will get many opportunities to network with distinguished peers, and you will be able to take back innovative, hands-on information to your organizations that will help you push your project office to new levels of performance.
|Click on the Speaker / Workshop Name to review their Presentation Abstract, Learning Objective and Professional Biography|
BMT Hi-Q Sigma
BMT Hi-Q Sigma
Power Link Dynamics
Tina Cerulli Consulting
Retfalvi and Associates
NorConsult Group Inc.
Wendi M.R. Smith
Telfer School of Mgmt
University of Ottawa
|Anthony P. Sheehan
|Marc Rene de Cotret
| Brin Sharp
Ivor Bennett, Director, Master Degree in Defence Administration - BMT Hi-Q Sigma - Platinum Sponsor
|Presentation Abstract:||Large acquisition projects such as Warship Design and Build present some of the greatest challenges in management. Such projects require an approach which can cope with levels of complexity and uncertainty normally incompatible with classic project management. These projects have sometimes been likened to “Managing at the Edge of Chaos”. This presentation suggests an approach based on analysing the sources of complexity in major projects and managing the risks to which they give rise. By combining tools and techniques drawn from portfolio, programme & project management (P3M) and from systems engineering, more effective management of these risks is possible. Drawing on experience from complex programmes, the author proposes lessons which can be applied to delivery of projects, management of programmes and development of project and programme management professionals.|
|Learning Objectives:||Attendees should gain an insight into the problems inherent in scaling up from project to programme management, both in delivery and in development terms. They will appreciate the different components of complexity and some of the techniques which can be employed to deal with complexity. They will recognise that managers of complex programmes need to apply both the art and the science of management.|
|Professional Biography:||Ivor Bennett served as a Weapon Engineer Officer in the Royal Navy before joining BMT in 1991. He has provided systems engineering, risk and programme management and business improvement support to a wide variety of clients within UK MoD, industry and overseas. He was Managing Director of BMT Sigma from 2003 - 2007 and has provided Programme Management consultancy to Thales for the CVF/PA2 and FRES projects, and to MoD for TLCM Pathfinder and NGNPP projects. He is currently providing PM advice to the Future Submarines Programme. Ivor completed a Cranfield University Master’s in Defence Administration in 2006.|
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Simon Gould, Managing Director - BMT Hi-Q Sigma - Platinum Sponsor
Earned Value Management (EVM) delivers real benefit to projects, both in terms of establishing a structured approach to delivery and providing meaningful performance data to facilitate informed management decision making. As a result the use of EVM is fast becoming normal practice for complex, high value projects within industries such as Defence, Construction and increasing Energy.
To enable management using earned value, organizations have developed and implemented control systems that aim to meet the requirements of the UK Association of Project Management (APM) EVM Guide, often with varying degrees of success. Knowing what areas to focus upon and establishing when the processes that are developed are "good enough" can be an expensive business, built on trial and error with resulting negative impact to the projects that the systems were supposed to benefit.
This paper looks at the EVM Maturity Model being developed by the APM EVM Specific Interest Group (SIG). Drawing upon expertise from both Government and Industry teams that have been involved with the implementation of EVM across several industries, the SIG has developed a "Compass" against which an organisation can:
|Learning Objectives:||Attendees will learn about the EVM Compass and Maturity Framework, developed by the UK Association for Project Management. They will take away an introductory understanding of the need for an EVM compass, the fundamental concepts, components and physical products, how it is used, and the potential benefits of using the EVM compass on their projects.|
|Professional Biography:|| Simon has been BMT Hi-Q Sigma’s Managing Director since 2013 having joined the business at its formation in 2003. He was previously the Operations Director and is an experienced programme management consultant. Simon has played a major role in the successful development of the company and has been instrumental in doubling the size of the business in the last 3 years.
Simon has developed the governance arrangements and risk management strategy for a number of major defence projects. He has a practical understanding of wider programme management disciplines (such as planning and scheduling, Earned Value Management and through-life planning) enabling him to help clients develop integrated, joined-up processes that reduce the risk to project delivery.
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Alexander Stanisic, Project Manager, PMP - Global Knowledge - Gold Sponsor
|Presentation Abstract:|| Earlier this year, The Project Management Institute (PMI) released the 5th edition version of A Guide to the Project Management Body of Knowledge (PMBOKGuide), the Project Management Institute's collection of published "generally recognized good practices". This new edition updated the old 4th edition standard. Project managers, those who manage project managers, PMI members, and potential future PMP and CAPM candidates should all be interested in the changes to the PMBOK Guide, since this new edition updates the standard and outlines good practices that directly affect them.
What and how much has changed in the new PMBOK 5th edition Guide? How it will impact those running projects as well as those studying for the PMP or CAPM exams? Is it an improvement from the old version? How do I use or incorporate the changes back at my work? In general, the 5th edition of the PMBOK is an improvement from all previous versions. Where the earlier editions made a much better point to clarify process names and descriptions, the PMBOK 5th edition continues to expand project management knowledge with the introduction of a new domain area - Stakeholder Management and further clarification of materials and improved graphics.
|Learning Objectives:||Attendees will learn about the changes introduced in the PMBOK 5th edition. They will also learn how the PMBOK 5th edition changes are affecting project management practitioners and how the PMBOK 5th edition changes are affecting those studying for the PMP and CAPM exams.|
|Professional Biography:||Alexander Stanisic has over ten years of project, program and change management experience with proven strategic execution capabilities in both the private and public sectors. He is currently facilitating in-class and on-site engagements in multiple areas within project and program management, communication, leadership and other business disciplines for Global Knowledge in association with McMaster University. His engaging training sessions were praised by many managers from leading Canadian organizations in financial, utilities, telecommunications, retail and other services, as well as federal and provincial governments and agencies. Alexander has professional postgraduate-level education in Portfolio, Program, and Project Management from Stanford University. He is certified Project Management Professional, Six Sigma Green Belt, ITIL V3, Change Management practitioner and an active member of the PMI Southern Ontario Chapter.|
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Chris Hefley, CEO - LeanKit - Bronze Sponsor
|Presentation Abstract:||There is a debate raging in the Lean-Agile world. Should we do Scrum or Kanban? Is one better suited for certain types of teams? Do we have to progress through one before being ready for the other? Maybe we should consider a hybrid Scrumban approach? Before you decide, listen to this brief introduction to both techniques by someone with experience applying both at large scale.|
|Learning Objectives:||Attendees will walk away with a better understanding of both Scrum and Kanban and be able to make an educated decision of which practice would best suit their needs.|
|Professional Biography:||Chris Hefley is a founding fellow of the Lean Systems Society, a Lean-Kanban University certified Kanban Coaching Professional, a Brickell Key Award nominee, and the CEO of LeanKit, the leader in Kanban software.|
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Eric Uyttewaal, President, PMP, MVP for Project, MCITP, MCTS - ProjectPro Corp - Bronze Sponsor
|Presentation Abstract:||Renowned speaker and master scheduler, Eric Uyttewaal, will present an executive overview of his book “Forecast Scheduling with Microsoft Project 2010”. He will show you how to forecast your project with just the schedule, without the need for other techniques like Earned Value, Critical Chain or Agile. Forecast Scheduling builds onto his principle of Dynamic Scheduling that minimized the effort spent on scheduling projects and will challenge you to forecast the actual finish date and total cost of your project. Forecasting is what most stakeholders expect from the scheduler. This presentation will show you how to create a dynamic model of the project to forecast it and take scheduling to the next level.
The highlights of Forecast Scheduling are:
|Learning Objectives:||Attendees will learn that they only need to create a good schedule to forecast a project. Secondly they will learn how to create a dynamic model of their project to forecast it. Finally, attendees will be able to find the real Critical Path 2.0 in any project situation.|
|Professional Biography:||Eric is one of the foremost trainers, consultants and authors on the use of project, program and portfolio management software from Microsoft. He authored the book 'Forecast Scheduling with Microsoft Project 2010' and is President of ProjectPro that specializes in Microsoft Project and Project Server. Eric has been involved in large programs at the Canadian Forces, IBM Cognos, Northrop Grumman and SanDisk. He was President of the PMI Ottawa Chapter in 1997. Eric is president of the MPUG-Ottawa chapter. Eric received awards from MPUG in 2012 (Community leader), from Microsoft in 2010 (MVP) and from PMI in 2009 ('Significant Contributions to the Scheduling Profession').|
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Brian Smith, President/CEO - Power Link Dynamics
|Presentation Abstract:||If you think your employees are listening - think again. Do you get the feeling sometimes that your staff have turned off or have tuned out?
Are you finding it difficult to attract or retain talent? Is it getting harder to motivate others? Well you are not alone. A recent study concluded that only 17% of your staff are actively engaged.
In this session you'll discover what steps you can take to reverse this trend and engage your employees’ heads, hearts and hands. You will learn how to communicate and interact more effectively, build collaborative teams, resolve conflict and motivate a multi-generational workforce. Don't put your career or your organizations future at risk - learn to manage and lead the 21st Century way!
|Learning Objectives:||Attendees will learn how to manage and lead a multi-generational workforce and the key to attracting new young talent while retaining the staff they have.|
|Professional Biography:||Brian Smith is a Management Expert, Leadership Development Specialist and Speaker who works with people who want to learn how to communicate and interact more effectively with others; and who want to discover how to get the best out of themselves and others. Brian is the author of two books "Confessions of a Reformed Control Freak - The Top Ten Sins Most Managers Make & How to Avoid Them" and "Leadership Lessons from a Reformed Control Freak - The Art of Managing and Leading in the 21st Century".|
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Michele Fenlon, Director, Application Delivery, PMP, MBA - Alcatel Lucent
|Presentation Abstract:||Companies lose billions of dollars each year because knowledge is not being shared. Project knowledge is continually lost as many project managers do not have the time to hold project retrospectives. Even if retrospectives are held, the project knowledge is not easily accessible to other projects and is lost.
Intelligence is measured by the capacity to remember and predict patterns. Building real-time project memory tools into the standard operating model of a project will let projects store and entrench project knowledge back into the project artifacts making the knowledge readily accessible to other projects. These project memories improve the predictive capabilities of projects and lead to improved project intelligence and project outcomes.
The project intelligence model discussed in this presentation is based on the human memory-prediction model proposed by Jeff Hawkins. The human brain has one hundred million years of evolutionary experience wired into its neural pathways and offers a compelling model for project memory, project learning and project intelligence.
This project intelligence model has been put into practice and is continually shaped by new knowledge and project experiences. This model has improved the predictive capabilities of new projects and has resulted in improved project outcomes.
|Learning Objectives:||Attendees will be introduced to a new perspective on project retrospectives and project knowledge and will walk away with ideas and tips on how to build project learning into their daily project routine.|
|Professional Biography:||Michele has worked in the Capital Region as a project manager for over 15 years. Her career has included both private and public sector assignments, most recently delivering new technologies into Canadian mobile networks. Michele has led large IT business transformation programs and specializes in recovering troubled projects.|
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Tina Cerulli, President, BEng, MCSE, PMP, CSM - Tina Cerulli Consulting
|Presentation Abstract:||Tina Cerulli is a project management consultant from Montreal, who loves baseball.
Based on discussions in the city regarding a new stadium for the potential return of the Montreal Expos, Tina was inspired to study lessons learned from the construction project of the Olympic Stadium (the “Big-O”). The stadium was built for the 1976 summer Olympics, and was home to the Expos between 1977 and 2004.
With cost overruns of nearly 400%, and a $1.47 billion debt paid off after 30 years, the Big-O has had no main tenant since the Expos left the city. The stadium continues to run a deficit ($5.6 million in 2012 alone), in spite of initial project forecasts of being cost free to tax payers.
Tina will share her lessons learned from her case study research, presenting both surprising, and inspiring view points, from various stakeholders involved in the construction project. She will demonstrate the generational costs of poor quality, authoritative leadership, and faulty risk management, in disengaging stakeholders, and draining a community for over 3 decades, of its financial resources.
Opportunities for improvement towards the building of a new stadium will also be presented, should the Expos indeed make a comeback to Montreal.
|Learning Objectives:||Through a true yet unbelievable, educational, and fascinating case study in world history, attendees will acquire new knowledge on the construction project of the Montreal Olympic Stadium. This presentation will enable attendees to make correlations with their own projects and leadership styles, armed with the demonstrated proven benefits of:
|Professional Biography:||Tina Cerulli, B.Eng, MCSE, PMP, CSM, is a dynamic consultant, instructor, and mentor, with over 15 years of progressive corporate experience in software development, leadership, and project management. A key employee in a global organization of over 60,000, Tina lead corporate level "Top 5" critical wireless telecommunication projects, across North America, Europe, and Asia. Tina also headed the project office implementation of Agile across a Design Unit of almost 6,000 employees, resulting in significant lead time reduction and cost savings. Tina has a passion for promoting excellence in project management, and helping customers exceed business targets and stakeholder expectations.|
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Laszlo Retfalvi, General Manager, P Eng, PMI PMP, PMI RMP - Retfalvi and Associates
|Presentation Abstract:||The identification and management of project stakeholders is a critical success factor to project success. With the aim for business growth and increased revenue, organizations that do not plan for and properly link stakeholder management to project and organizational risk governance significantly decrease their probability of success. Failure to do so may expose the project to unnecessary project delays, negative financial impacts, and potential damage to the organization’s reputation. The importance of stakeholder management is further emphasized with its inclusion as an additional Knowledge Area in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK Guide) – 5th Edition. The goal of this presentation is to review lessons learned from past projects and assist the attendee in understanding how to incorporate these lessons to effectively integrate stakeholder management as part of an overall project and risk management approach.|
|Learning Objectives:||Attendees will review and learn stakeholder management basics that must be understood for increased project success. Secondly, attendees will learn proven Event Based Risk Management techniques which every project manager should address as part of their stakeholder management approach. Thirdly, attendees will learn how to select and communicate important project information to both the project team and to other stakeholders. Additionally, attendees will learn how to manage stakeholders of a project to ensure a focus on goals and deadlines while ensuring overall acceptable risk.|
|Professional Biography:||Laszlo is General Manager of Retfalvi and Associates. Laszlo is also an Instructor - Business and Management Programs Department at the University of California Irvine Extension. Laszlo is past Vice-President of the Program and Risk Management Office (PRMO) at Allen Vanguard Corporation. Prior to his current roles, he held positions with General Dynamics Canada, The Irving Group, and SED Systems. He is a frequent industry speaker, has published a number of relevant articles and has also presented at numerous national and international conferences. Founder of the Project Management Leadership Model to assist Project Managers transform themselves into outstanding leaders.|
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Normand Levert, Project Management, Consultant, PgMP - NorConsult Group Inc.
|Presentation Abstract:||Normand will use his recent experience working on 2 Defence projects that had difficulties stating the scope correctly, one which then incurred setbacks, and to illustrate how one can better visualise the scope by essentially making diagrams and bloc break downs of the scope. For this, Normand will explain a simple tool attendees can use - the distribution of deliverables, which in DND is "distribution". Normand will illustrate how distribution is a simple mathematical expression of the scope.|
|Learning Objectives:||Attendees will gain an awareness that the scope could be poorly explained (described) and that the deliverables (distribution) does not match the description. From there, how to sketch the scope as tangible deliverables and verify the description and distribution are identical. Attendees will gain a better tool to understand the scope, and to keep control.|
|Professional Biography:||A Project Management Consultant since 2002, Normand Levert is the Deputy Project Manager / System Engineer / Technical Writer for both the Transportable Collective Protection Project and the CF NBC Decontamination System Project. LCol (ret'd) Levert was involved in project direction and project management of ten capital projects from 1984 to 1998, responsible for approximately 70M dollars of capital projects. Normand Levert has given very well received presentations to military and non-military international audiences in Canada, the USA and NATO. He is a member of Toastmasters International, and has attained the Advanced Toastmaster (Gold) level.|
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Wendi Smith, Senior Project Management Specialist, PMP, MBA - Wendi M.R. Smith Consulting, Inc.
|Presentation Abstract:|| Schedules are a big target in a project - when the project is late, there is a temptation to attack the schedule directly, and calling it "crap". This presentation (based on real-world experiences), will show how to make sure that the schedule is realistic, useful, and defensible.
Part 1: The schedule as a model of the project through time - what it is used for, and who uses it.
Part 2: Challenge estimates, gain buy-in, eliminate magical thinking, find the champion.
Part 3: If you've done all this, and still have to defend the schedule, how do you do this?
|Learning Objectives:||Attendees will learn ways to ensure the schedule is useful, accurate and widely understood, how to gain schedule buy-in and strategies for defending the schedule against nay-sayers.|
|Professional Biography:||An innovative, expert Project Management Professional, with more than twenty years’ experience in the field of Project Management and an additional seven years as a Programmer/ Systems Analyst designing and coding project management software, Wendi Smith has extensive experience on both private and public sector projects including procurement, R&D, EPC, construction and IT projects.|
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Francois Chiocchio, Professor, PMP, CHRP - Telfer School of Management, University of Ottawa
|Presentation Abstract:||Projects are key for businesses competing to maintain and gain market shares. Projects are also necessary to government organizations needing to become more efficient. Projects are the driver behind organizational change and innovation. Yet, despite the strategic and operational need for projects in all organizations, the management of the human side of project teams remains a challenge for most project managers and team member. This presentation will underscore the hard truths on so-called “soft skills” by focussing on evidence-based suggestions on how to lead and motivate project team members across the project’s life-cycle.|
|Learning Objectives:||Attendees will learn how collaboration between team members leads to project performance. Apply alternatives to the 5-stage team development model in their project team. Use leadership to leverage teamwork differently than through the hierarchical view of motivation.|
|Professional Biography:||After a decade as Industrial and Organisational Psychology professor at Université de Montréal, François Chiocchio has joined the Organisational Behaviour and Human Resource Management team at University of Ottawa's Telfer School of Management. His research focuses on projects, teamwork, and collaboration. He has published in major peer-reviewed journals using both qualitative and quantitative research designs. Measure and assessment specialist, he developed several instruments for selection purposes or that provide feedback on competency development; work for which he was praised with national and provincial awards. >He was awarded major funding from provincial (FQRS), national (SSHRC), and international organizations (PMI). He teaches various undergraduate and graduate classes on HR management and assessment. He received a prestigious award – the Prize of the Ministry of Education – for his teaching. Dr. Chiocchio also has strong management experience that stem from managing his consulting firm and having worked in the Canadian federal public service as a project manager. He is currently editing two books that will be available in 2014. The first is titled “The Psychology and Management of Project Teams : An Interdisciplinary View” (Oxford University Press). The second is “The Art and Science of Managing Human Resource Projects” (Jossey-Bass/SIOP Practitioner Series).|
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Anthony P. Sheehan, Director, Consulting Services, PMP, Engineer, MBA - Macadamian
|Presentation Abstract:|| Within organizations, Project Managers are often delicately balanced between the operational core business and the strategic management decisions of the executive teams. This positioning often demands of Project Managers that they develop a broad vision of the context in which their project is initiated, executed and delivered. By sharing the key learnings from his journey through the Telfer (UOttawa) EMBA Program, the speaker will help attendees gain critical business and management skills in the following areas:
|Learning Objectives:||Attendees will be outlined the PM-Applicable Lessons Learned from Telfer's EMBA Program|
|Professional Biography:||Anthony is the Director of Consulting Services at Macadamian, a Gatineau based software product creation consulting firm. He has been a project manager in the software industry for the past 10 years. He holds a Computer Engineering degree from the University of Sherbrooke and recently completed the Executive MBA from University of Ottawa's Telfer School of Management. Prior to his current position, Anthony worked at other top software companies such as Taleo(Oracle), Ubisoft, Microsoft and Motorola.|
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Eric Bramwell, Director Project Management Support Organization, PMP, PEng, MSc, CD2 - Department of National Defence
|Presentation Abstract:|| In 2008, in response to a significant increase in the number of capital acquisition projects, the Department of National Defence established the Project Management Competency Development (PMCD) initiative. The aim of PMCD is to develop a comprehensive and integrated approach across the Department to develop and qualify Project Managers with the competencies needed to successfully manage the levels of risk and complexity of the projects in which they will be employed. In order to achieve this, a competency framework, qualification process and learning and professional development programme have been developed and tested through a series of pilot projects. This presentation gives an overview of the PMCD initiative and the journey undertaken to complete its development.
|Learning Objectives:||Attendees will have an appreciation of the elements and issues to be considered in establishing a project management competency development program, with DND as the example.|
|Professional Biography:||Eric Bramwell is the Director, Project Management Support Organization in the Department of National Defence. His responsibilities include establishing a centre of excellence in project management to support acquisition projects in the Materiel Group and, as head of the Project Manager Competency Development initiative, to create a qualification and learning and professional development framework for project managers in the Department. Eric was in the Canadian Forces, serving thirty-nine years in the Naval Engineering branch. He holds an engineering degree from the Royal Military College of Canada (1976) and an MSc in naval architecture from University College London, United Kingdom (1982). Career highlights include; Leadyard Commander in the contractor’s shipyard during construction of the HALIFAX Class frigates, and Project Manager for both the Joint Support Ship and Arctic Offshore Patrol Ship projects. Eric is a registered Professional Engineer and holds certification as a Project Management Professional with the Project Management Institute.|
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John-David Hutchison, Sustainability Consultant, PMP, LEED, AP BD+C - CVS
|Presentation Abstract:||Green Building certifications, such as LEED, bring an additional level of planning, execution and oversight to the project management of Architecture and Construction projects, while also assisting in developing project structure and goals. Green building certifications are evolving and diversifying, in North America and across the world. This presentation investigates the state of Green Building Certifications. - Where they are at now and were they are going. taken over 2 1/2 years to develop with much debate from all stakeholders involved. This presentation will delve into the changes both positive and negative that will come from this evolution. We will also investigate the new up-and-coming powerhouse Green Globes certification, as it has been recently purchased by UL in the United States large firm specializing in third-party certifications. Delving even deeper into the available options, we will investigate the highly rigorous certifications available such as the Living Building Challenge and the PassiveHaus certification from Germany. Within these programs themselves are additional specifics and specializations such as health-care schools and entire neighborhood developments. As these programs become more prevalent in our society, how will Architectural and Construction Project Management be impacted? There are definitely assisting aspects, such as specifically defined scope and project goals, while at the same time increasing pressures on Quality Assurance Procedures and Plan Compliance.|
|Learning Objectives:||Attendees will obtain an enhanced knowledge of CaGBC / USGBC changes, additions and sub-categories. This presentation will provide attendees a chance to learn about new and exciting green building certifications. Additionally, attendees will learn of the potential of the assistive aspects and challenges to Architectural and Construction Management.|
|Professional Biography:||John-David is a Sustainability Consultant with CSV Architects in Ottawa, Ontario specializing in the Project Management of the LEED Green Building Certification process by The Canadian Green Building Council. While John-David is the lead Sustainability Consultant for CSV Architects, CSV also performs Sustainability Consulting for Architecture firms, ( JL Richards, Peter J. Kindree Architect ) Contractors ( Waterdon Construction, Taplen Construction, Pranger - Debruyn Construction, Ruiter Construction ) and has provided Sustainability counsel for government agencies including the National Capital Commission, Canadian Mortgage and Housing, National Research Council and the City of Ottawa.|
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Kim Butler, Executive Consultant, CGA & Marc René de Cotret, Senior Managing Consultant, MBA - IBM Canada
|Presentation Abstract:||Portfolio Management is a mechanism to support enterprise-wide management of business investments. It is achieved through the interaction of a combination of operational and management processes that enable cross enterprise collaboration for planning and investing. Delivery excellence is based on 3 main objectives: Plan it Right, Start it Right and Execute it Right. This presentation will take you through each of these steps.||
|Learning Objectives:||Portfolio Management is a mechanism to support enterprise-wide management of business investments. It is effective when key characteristics are demonstrated on a regular basis. Why Portfolio Management? A portfolio view facilitates four key perspectives to manage investments and assets: costs, value, risks and benefits. In order to achieve delivery excellence, a three-step process is used: Plan it Right, Start it Right and Execute it Right are key steps in successful Portfolio Management. These steps ensure proper planning and execution in order to reach delivery excellence.|
|Professional Biography:||Kim Butler is an Executive Consultant in the Ottawa office of IBM Global Business Services, Strategy and Transformation practice with over 25 years of experience in the public sector and over 15 years of senior management consulting expertise. Kim’s key areas of experience include: Program and Project Management, Executive & Stakeholder Management, Shared Services, Organizational Management, and Finance Strategy and Transformation.
Marc René de Cotret is a Senior Managing Consultant with the Strategy and Transformation Practice of IBM Global Business Services. He has significant experience working with operational planning, business modelling, and organizational transformations. Marc has Over 15 years of experience in the public & private sectors with a focus on organizational transformation. Marc's areas of expertise include: Program and project management, business transformation, operational strategy, execution planning, business architecture, process management, and transformation strategy & planning.
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Mike Edwards, Agile Coach, PMP - Leanintuit
|Presentation Abstract:||If the title grabbed your attention it’s likely because ‘slowing down to speed up’ is counter intuitive to what we learn in school, the business world, and life in general. I’ve seen many managers add work to the pile “to ensure they don’t run out of work to do”. Unfortunately this is the worst thing you can do, as much like cars merging at a bottleneck of the highway during rush hour the high volume actually causes significant back-ups.|
|Learning Objectives:||Through the use of a product build game this highly interactive session will leave people with new thoughts & insights into:
|Professional Biography:||Mike Edwards has been working more than 25 years in the IT and business worlds. Mike has spent the past 15 years leading teams of all shapes and sizes. When Mike stumbled across Lean and Agile several years ago it rocked his belief system and has forever changed how he views our work. However, the bridge between teams and management is wrought with broken boards and weak supports. Mike now focuses on using pragmatic approaches to building stronger bridges between these important groups, and helping organizations find a new path forward.|
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Sherry Evans, Founder - Career Concepts
Sherry is known as the "Business Behaviourist" because of her proven approach to affect change in morale and productivity in the organizations she helps.
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Brin Sharp, Senior Partner - Intersol Inc.
In today’s fast moving world, people seem to be spending more and more of their working time in meetings. But if you ask them about those meetings - how effective and efficient they are - the answers are often disappointing. Ask them for the chief causes of poor meetings, and they’ll probably complain about such things as: meetings not starting on time, no clear objectives, no agenda, people dominating, people not prepared or not participating. The list goes on. In this presentation Brin will share some of the key processes, methodologies and behaviours that he and his Intersol colleagues use to help set meetings up for success.
|Learning Objectives:||Participants learn some practical tips and techniques that will help them to run and participate in more effective and efficient group meetings.|
|Professional Biography:||Brin Sharp is a senior partner with the Intersol Group. Prior to this he enjoyed a successful career as an operational pilot and commander in the Royal Air Force. He commanded Royal Air Force operations in Northern Ireland in the early 90s and he was directly involved in initiating high level military contacts with the former Soviet Union, where he travelled widely in response to the Gorbachev reforms. Before this he commanded Royal Air Force flying operations in Hong Kong, and he flew with the Royal Navy from HMS Hermes and other aircraft carriers. Brin has a wide range of public and private sector clients who value his easy style and practical approach as a facilitator, coach and trainer. With a unique blend of humour, anecdotes and solid practical models he helps people acquire and develop the range of inter-personal and leadership skills which are so important in today’s workplace.|
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