Afterburner Consulting, Inc
PM Triangle: Technical: .5 PDU Strategy: Strategy: .5 PDU Leadership: .5 PDU
The Afterburner Rapid Planning Workshop is an interactive program where your team will learn, via lecture and high energy, how Fighter Pilots leverage Flawless Execution® to achieve success. Your group will work side-by- side with some of America’s top Fighter Pilots, US Navy SEALs and other Elite Military Professionals and learn how to apply battle planning to business. Our Afterburner team brings these lessons to your own business environment, in living color, using a multimedia presentation and experiential workshop session with our facilitators.
Built around the Flawless Execution® Model, it is a step-by- step process used in every single mission, both in training and in combat, to ensure that we survive, improve, and ultimately win on the battlefield. Afterburner applies these processes to your business model resulting in more efficient operations in your highly competitive, rapidly changing environment.
Marissa Afton MA, LPC
Jacqueline Carter M.Sc.
PM Triangle: Leadership: 1.5 PDU
It’s not easy being a leader in today’s fast-paced, complex, dynamic work environments. Leader’s need to maintain calm in the midst of daily storms. They need to remain focused in the face of a million distractions. They need to have clarity of mind to ensure they are helping themselves and their people do the right things as opposed to just doing lots of things.
In this session, we will share stories and experiences from around the globe on how and why companies are incorporating mindfulness training as a foundational tool to support leadership performance and development.
The session will include case studies from work with leading companies including Sony, EY, Accenture and more. It will also include practical tools and techniques that participants can use and integrate into their leadership development activities that enable leaders to respond as apposed the react in the face of daily busyness. From this session, participants will get practical, tactical, information on how they can help themselves and their teams enhance effectiveness and productivity through training the mind.
"The ability to make wise transitions is the ability to keep a beginner’s mind." Jack Kornfield.
How well do you believe you manage your thoughts, focus and attention when it comes to your change management? Research shows that over 46% of our day we are operating from habitual ways of thinking. That means nearly half of the time we are running change processes, overseeing group dynamics and engaging in individual interactions on auto-pilot, and we may not be getting the results that we seek.
The secret to effective change management can be found in effective mind management. A 'Beginner's Mind' is a mind that finds solutions to everyday challenges with fresh eyes instead of biased limitations. In this workshop we will explore what it means to bring a Beginner’s Mind to the work that we do every day. We’ll look at the neurology of habitual thinking and how unconscious biases can lead to cognitive rigidity— the fixed thinking which gets in the way of our creativity, communication and capabilities as change management professionals.
Case examples and practical tools will be shared as we examine why major corporations such as Accenture, Google, Sony and others use mindfulness and the concept of 'Beginner's Mind' to bring people from cognitive rigidity to cognitive freedom in order to create sustainable organizational management and change.
Participants will get to experience a basic mind-training session.
About the presenters
An executive coach and seasoned change management professional, Marissa brings extensive experience in organizational excellence and workplace wellbeing. She specializes in developing and delivering customized, evidence- based solutions to diverse work environments. Marissa has more than 20 years of experience in executive leadership training, mindfulness in the workplace, workshop facilitation, education, human capital and performance coaching, and consultation.
A graduate of Naropa University (the only mindfulness-based university in the U.S.), Marissa is a Licensed Professional Counselor (LPC), has held positions on the Executive Board with the International Association of Coaching (IAC) and is a regular contributor to industry publications.
Jacqueline Carter is a seasoned change management and organizational development expert with over 20 years of consulting and leadership experience in Deloitte in the US, Canada, and Australia. She is passionate about helping individuals and organizations enhance performance and effectiveness, working with large corporations around the globe to improve focus, clarity and results through training the mind. Her clients include: Google, Sony, American Express, RBC, EY and KPMG to name a few.
Jacqueline has practiced and taught mindfulness for 20 years and is the co-author with Rasmus Hougaard of “One Second Ahead – Enhance Your Performance at Work with Mindfulness” published by Palgrave-McMillan in November, 2015. She is an internationally recognized expert on creating mindful and resilient cultures in corporations and has written articles for a range of publications.
Mark Baker, MS, MEd, PMP
Denver International Airport
PM Triangle: Technical: 1 PDU
This presentation will talk about the creation of a Project Management Office (PMO) at Denver International Airport (DEN) as part of the development of the newly formed Airport Infrastructure Management (AIM) division. We will discuss the creation of our project lifecycle timeline and the development of a Project Management Guide (PMG) to help in that effort. We will talk about the benefits of “Tollgates” and “Lessons Learned” that have become standard practice at DEN. We will also provide some case study feedback on recent projects completed at DEN and the lessons learned from those experiences.
Participants will learn the value of having some established process approaches to projects in a large scale operation such as Denver International Airport.
About the presenter
Mark Baker currently serves as the Senior Vice President for Airport Infrastructure Management (AIM) at Denver International Airport where he oversees the implementation of their strategic initiatives for Maintenance, Planning, Sustainability and Engineering sections. He leads the division's personnel matters, safety programs, the development and tracking of performance metrics, and the formalization of the asset/capital management programs. He is responsible for a team of over six hundred employees and a $178 million annual operating budget. His areas of responsibility include engineering, airport planning, environmental services/sustainability, and the management, maintenance and repair of the following: airport facilities and structures; airfield operating areas; landside areas; the vehicular fleet; maintenance control and services; safety systems; electrical, mechanical, HVAC, plumbing and power plant systems and equipment. Prior to joining DEN, Mark served a 30 year career in the United States Air Force, retiring as a full colonel.
Fabrice Bouchereau PMP, PE, SSBB
PM Triangle: Technical: 1 PDU
Many organizations struggle with identifying issues to address through improvement projects. They often want to improve their operations, but they don’t know where to start. This is somewhat surprising given the overabundance of problems that many organizations face; yet, it is likely that the sheer number of problems is what makes it hard for organizations to prioritize and select the ones most in need of attention. The approaches described in Kaizen Kanban provide unique solutions to this problem. It focuses on helping organizations identify opportunities for improvement in an efficient and value-added way. The result is a prioritized project pipeline that was identified by leveraging the expertise of organization members using approaches built on well-known quality tools and methods.
The power behind the kaizen kanban approach emanates from our innovative adaptations of traditional quality tools and methods. For example, concepts derived from SIPOC (suppliers, inputs, process, outputs, and customers) diagrams and FMEA are integrated within process mapping activities, which significantly increases the depth of analysis within the process being examined. Then, logical and well-known approaches are employed to (1) prioritize the opportunities for improvement identified and (2) categorize them within the appropriate type of kaizen event. In the end, the kaizen kanban approach provides an effective method for coordinating project selection that efficiently feeds the deployment of improvement projects across an organization using a visual communication approach.
The practical guidance provided will help strengthen the facilitation and problem-solving skills of organizational members. In so doing, organizations can transform themselves from firefighters and reactionaries to proactive identifiers of opportunities for improvement and effective problem solvers.
Fabrice Bouchereau PMP, is a licensed Industrial & Systems Engineer, facilitator and trainer with 18 years of experience managing lean, quality and continuous improvement projects and teams. His experience changing company culture and improving processes covers a broad range of industries including medical devices, pharmaceuticals, oil & gas, heavy equipment manufacturing and textiles.
He is fluent in English, French, and Spanish and has delivered training in the United States, Caribbean, Mexico and Latin America.
Fabrice is a frequent conference speaker at world and regional conferences serving the quality, project management, industrial engineering, healthcare and HR communities.
He founded and manages ProcessZen Consulting and delivers transformational business solutions and focuses on process optimization and cultural transformation through facilitation, implementation and training.
Joe Griffin Dmin, MBA, MPM,PMP
PM Triangle: Technical: 1 PDU
Have You Seen My Bulldozer? is a humorous and, unfortunately, true case study of how one project leader experienced an unexpected challenge when he watched a multi-million dollar bulldozer sink from sight. Through exploring the case study, participants will learn lessons to apply to their own project environments, leading to better management of risk and quality challenges.
Dr. Joseph Griffin, PMP, is a professional project manager and educator. Currently, he is an Associate Teaching Professor and the Faculty Director of the MS. in Project Management at Northeastern University, a GAC-accredited program. Previously, he worked at a construction company, where he provided strategic direction for project identification and selection. He frequently speaks at conferences on topics related to project management.
Convergency Management Solutions, LLC
PM Triangle: Leadership: 1 PDU
Employee engagement is something that every organization strives for. Yet despite the many wellness programs, fringe benefits and extra perks offered at most companies these days, individual performance levels remain stagnant. On an individual level, it can be hard to motivate ourselves to bring our “A” game every day. Especially for anyone who has worked in the same position for an extended time period.
Ample research shows that there are a variety of ways to fight the effects of complacency and even more, to create passionate engagement within every organization. Motivational leadership is something that can be taught and replicated by following a few simple steps. When applied correctly, these steps can lead to increases in personal accountability, employee retention, satisfaction, well-being, innovative contributions, quality customer interactions, etc. In other words, this style of leadership has the potential to move mountains!
Attendees will walk away with a clear sense of understanding as to what motivation is and how to use it to inspire themselves and others. They will be equipped with tangible steps to help facilitate personal transformation and effectively lead others to a common vision. In the process, they will be inspired to dream big and challenge the limitations of what they consider to be possible.
David has earned his degree through the school of hard knocks and appreciated every lesson along the way. After losing both parents unexpectedly early in life, he has gone on to launch a successful career in Sales and Leadership. He now makes his home on the outskirts of beautiful Denver, Colorado where he lives with his wife and children. His goal is to utilize his own experiences in life to help others. He has a genuine student mentality and refreshing zest for life.
Nicholas Farber J.D.
High Performance Transportation Enterprise (HPTE),Colorado Department of Transportation (CDOT)
PM Triangle: Leadership: 1 PDU
An overview of the Mountain Express Lane Project will be provided; including a discussion of the hurdles CDOT/HPTE overcame to make the project a reality. Participants will learn how to manage stakeholder expectations and project constraints to deliver an award winning project.
Nicholas Farber (Nick) is the Operations Manager for the Colorado Department of Transportation’s High Performance Transportation Enterprise or HPTE. The HPTE was created as a government-owned business in 2009 and, while technically a division of CDOT, is governed by its own Board. It is charged with the responsibility to aggressively pursue innovative ways at financing important transportation infrastructure projects that will improve the safety, capacity, and accessibility of the surface transportation system and will accelerate the economic recovery of the state. At the HPTE Nick manages and supervises the HPTE’s tolling and Public Private Partnership relationships; manages HPTE’s external procurements; manages the concession agreement on US 36 between HPTE and Plenary Roads Denver; and, coordinates the day to day activities for the planning and development stages for all of HPTE’s projects.
Eric Foss PMP, PfMP
PM Triangle: Strategy: 1 PDU
This interactive session will explore three capability areas essential for an organization to achieve its strategy. We’ll look at each capability individually, sharing and discussing successes. Common challenges and implementation pitfalls will also be shared – drawing from extensive experiences working with each of these areas and blending in experiences and observations from session participants. We’ll complete the session by looking at how these capability areas work together.
This session will explore bringing these capabilities together to drive strategic thinking across the organization. While each is important on its own, creating a strategy-focused portfolio, program, and project delivery environment requires the tight integration of these capabilities.
Eric is an executive-level consultant and leader who draws from a diverse career as a leader and manager – offering a strong mix of operational management experience and organizational expertise. He has extensive experience leading organizational transformation initiatives encompassing the areas of portfolio, program, and project management, coaching/mentoring, and assessment of organizational delivery capability. Eric’s innovative approach balances strong portfolio, program, and project delivery experience and the knowledge and capabilities behind his Portfolio Management Professional (PfMP®) and Project Management Professional (PMP®) certifications with a deep awareness and understanding of organizational dynamics and organizational change strategies. This powerful balance makes him an effective leader, delivering optimal results by engaging executives, managers, and teams to design, develop, and implement the processes, structures, and collaboration necessary to achieve strategic business goals.
Eric has presented at the PMI North American Congress, Rocky Mountain Project Management Symposium, Microsoft Project Conference, and Project World. His articles have been published in professional journals/publications and corporate newsletters.
Sara Gallagher, PMP
The Persimmon Group
PM Triangle: Leadership: 1 PDU
“On time, on scope, on budget.” This is the relentless mantra of the project manager - but is our focus on tactical success hurting our bottom line? When project managers are more concerned meeting a deadline than adding value, the answer is yes. As projects grow increasingly complex organizations are recognizing that it takes more than a project manager to drive organizational success- it takes a project leader. Project leaders understand the big-picture dynamics influencing the project agenda and aren’t afraid to recommend that projects be killed when they fall out of alignment with organizational strategy. And they’re poised to make their appearance in C-Suites across the continent.
This session will examine the powerful forces shaping the future of project management, including the evolution of fundamental PM concepts such as the Triple Constraint. Participants will leave with an understanding of the aptitudes needed to transition from a project manager to a project leader.
The average employee spends 11 minutes on a project before encountering a distraction. With so many responsibilities, interruptions, and fires to fight every day, time management is essential, but too much “time management” advice focuses on squeezing more activity in a single day. This breakout session takes a self-reflective approach, helping you identify those activities that add the most value to your organization and career - and ruthlessly outsourcing, delegating, or cutting the rest. Instead of focusing on what you can’t control (co-workers, boss’s demands, unexpected crises), you’ll learn scientifically-supported techniques to focus on what you can... our own planning and decision making. Come and learn to enhance your team’s performance while maximizing your own time and effectiveness.
Attendees will develop a razor-sharp focus on your personal and career goals - and how to realize them; learn proven, evidence-based techniques for effectively managing your commitments, organizing your day and making decisions and learn how to use your tool-of- choice to build a fail-safe system for work intake and tracking.
Sara Gallagher is a consultant, trainer and speaker at The Persimmon Group LLC, a management consulting firm whose clients range from Fortune 200 companies to mid-sized businesses in a breadth of industries. A practicing project manager, Sara Gallagher has established focused expertise in strategic project management, change leadership and leadership development. Sara’s speaking style integrates evidence-based management insights with a healthy dose of contrarianism to test what we think we know about effective management and leadership. As a consultant and trainer, she regularly delivers full-day training to clients on a variety of topics related to project management, team leadership and communication.
Don Gier, MBA, MTEL, PMP
Regis University College of Business
PM Triangle: Strategy: 1 PDU
In thinking strategically, project managers must develop a clear understanding of what approaches are available to create and gain organizational competitive advantage. Competitive advantage rarely occurs by chance, rather it is a planned, deliberate approach using project methodologies to offer customer value in ways competitors cannot. Organizational projects can only be considered successful if they are in alignment with strategic initiatives. This presentation will focus on the strategic management fundamentals of strategy, business models, and competitive advantage. Participants will examine and evaluate how Project Management and Strategic Management Intersect in organizations
Define the structure of projects in relation to strategic management and business models Identify the imperatives necessary for delivering strategically focused projects Evaluate the importance of aligning organizational objectives with project objectives Assess the role of Projects as the conduit for realizing organizational strategic objectives.
Don has been a professor at various colleges and universities since 1984, facilitating undergraduate and graduate business/management/technology courses. He served as a Contracting Officer’s Technical Representative (COTR) for major classified DARPA and DOD contracts and served as the Chief of Naval Operations (CNO) representative for global non-acoustic Anti-Submarine Warfare (ASW) and ELINT operations, while commanding the Research Vessel (RV) Swan.
Don’s education includes a B.S. and a Masters in Business Administration from Chapman University and a Master of Telecommunication from The University of Denver. Don has Certifications in Human Resources Management Development, Industrial Engineering, Configuration Management, Contract Management, Project Management, and Negotiation. Don is certified as a Project Management Professional (PMP) and Integrated Logistics Support and Management Technologies (ILSMT).
Neil Hanson, PMP
High Prairie Press
PM Triangle: Technical: 1 PDU
In an increasingly integrated world, interdependencies between projects are more common each year. Whether they’re related projects within a program, closely tied projects, or simply projects with interdependent sets of tasks, project managers have a growing need to be able to interface with other project managers and to integrate their schedules with the schedules of other projects.
Project managers implement schedules differently, sometimes a reflection of their individual style, sometimes in response to the needs of the project, and sometimes as a result of constraints or demands that are part of the project. As a result, it’s rarely effective or possible to “fully integrate” the schedules of multiple projects.
A milestone interface allows project managers to define the key points of interface between projects, and ignore the style or detail of the rest of the schedule. Effectively implementing this sort of milestone interface definition for interrelated projects dramatically reduces administrative time, alleviates tension between differing scheduling styles, and enhances the trust and confidence that is required for interdependent project schedules to progress effectively and successfully.
Our discussion will use a cycling trip across America as a metaphor, describing multiple journeys as “projects” that must interface at key milestones in order for the journey to progress and complete successfully. Join bestselling author, cyclist, and seasoned project manager Neil Hanson as he outlines the tenets that create a successful milestone interface paradigm.
Author and speaker Neil M. Hanson has worked in widely varying industries and domains, including the DoD, financial services, transportation / logistics, publishing, and the health care industry. He’s worked at all levels of the organizational hierarchy, from truck driver to COO. Over the past 30 years, he’s managed projects and programs of all sizes and shapes. He’s published four books, and works with young authors to help them migrate the maze of the publishing world. Throughout his career, Neil has looked for ways to bring greater efficiency through simplicity to the endeavors in which he participates, looking at each new challenge through a lens crafted by the simple question, “What is the root problem we’re trying to solve?”
John Kocon, PMP
PMO DNA, LLC
PM Triangle: Strategy: 1 PDU
First class project delivery can be challenged by a wide assortment of variables. If these challenges are not detected or mitigated, they can increase project risk, significantly hinder project performance and cause project failure.
Causes of project failure may occur even before project is approved or Project Manager Assignment. These “systemic” causes of project failure can decrease the Project Manager’s chance for project success before the project even gets out of the gate. Examples of systemic causes of project failure might include difficult corporate culture and incomplete business processes that are “upstream” from project approval. And although it’s difficult to change some systemic causes of project failure overnight, a Project Management function can influence those upstream business processes that impact project selection decisions.
Systemic causes of project failure are of equal, if not greater, influence to challenging project performance than those causes of project failure that tend to become risks after project approval.
This discussion will include outlining how a Project Management function can collaborate with the Strategic Planning function to reduce project risk, increase project performance and improve project delivery success before a project is even approved. This includes sharing approaches to improve and integrate the upstream Strategic Planning touchpoint business process with the Project Life Cycle to enable better project selection decision making. In addition, our discussion will include the potential role of other upstream touchpoint business process organizations that may participate in aligning projects to strategic priorities such as Financial Planning, Engineering, Information Technology, and Business Process Improvement.
John A. Kocon is a Project Management Office (PMO) executive with over 25 years of experience improving project portfolio performance for top tier companies. Accomplished in designing, implementing and applying project, program and portfolio management, his vision and expertise has driven notable performance improvements in engineering, research and information technology organizations.
His collaborative style and background in Six Sigma is reflective in his commitment to customer, quality and continuous improvement. As a result, he has delivered significant business benefit including 50% reduction in at-risk and failed projects, 43% improvement in project performance, $75 million in annual project cost savings, and 55% increase in customer satisfaction. Consequently, his contributions have been recognized by professional organizations including the Project Management Institute (PMI) / PM Solutions with a PMO of the Year award and The Academy of Healthcare Technology with a Best Practice for project management efficiencies.
John is currently an Independent Management Consultant for PMO DNA, LLC. Prior to PMO DNA, John served as the VP, Enterprise Program Management Office (EPMO) at Catholic Health Initiatives; VP, Project Management Office for Rolls-Royce; Project Management Officer for Oregon Health & Science University; and corporate PMO leader at Honeywell.
John is an active participant in professional organizations including PMI and held a Project Management faculty position at Portland State University.
Alan Mallory, B.Sc., P.Eng, P.E, PMP
PM Triangle: Leadership: 1 PDU, Technical: 1.5 PDU
Part 1: Project Everest: Essential Steps for Successful Projects (12:30 to 1:30)Climbing Mount Everest is one of humanity’s greatest feats of endurance. The exciting expedition to the top of the world’s highest peak is a project filled with unparalleled physical and mental challenges and some of the roughest, most extreme conditions imaginable. In 2008, Alan Mallory took on this challenge and set a world record with three other family members. The expedition challenged their mental, emotional and physical limits at every stage of the ascent and demanded an unwavering commitment to resilience and perseverance.
This presentation focuses on developing leaders and strengthening project teams by reinforcing the project management skills that are essential for success in any project. It highlights processes that are involved in planning and executing difficult projects, such as the challenge of climbing Everest. It reinforces the importance of leadership, strategic planning, effective communication, risk management, teamwork and trust within professional relationships, as well as the mentality and passion involved in conquering one’s own Everest. It is an engaging visual and educational journey supported by many stunning photos and short videos captured along the expedition.
Part 2: Age of Agile: A Hybrid Approach to Agile Project Management (1:45 to 3:15)Alan will explore agility and related agile methodologies from a unique perspective, based on a hybrid approach combining agile and waterfall that encourages innovative thinking and application of agile techniques. This in-depth analysis of the fundamentals of agile project management and an iterative and adaptive approach builds on the concepts presented in Part 1. Through group discussions and hands-on exercises, participants will explore elements of agile, emphasizing agile risk management, the governing principals that support an agile approach to project management to include:
Alan is an international speaker, author and professional development coach who is passionate about human performance and leadership. He graduated from Queen’s University and has worked all over the world as a mechanical engineer and project manager in the field of custom machine design. In this role he designed and implemented many patented solutions primarily in the mining and metallurgical smelting industry. His love for innovation is complimented by his true passion: Working with people to reach new heights in the way we think and the actions we take. Alan has always had a keen interest in discovering what drives us to do what we do and how we can use this knowledge to improve our lives and the lives of those around us. Alan is also an avid adventurer and outdoor enthusiast who enjoys many different activities but his favorite are those spent out in the wilderness and those that involve strategy and problem solving. In the spring of 2008, he and his family set a world record after an incredible self-guided expedition on Mount Everest. From staggering across ladders spanning bottomless crevasses and fighting the many altitude-related sicknesses to climbing through a blizzard in the dead of night and almost losing two team members forever, every segment of the climb was an exhilarating adventure. Alan delivers a number of exciting presentations and training programs that are all about embracing and working through challenges to achieve breakthrough performance.
Marjorie M. Mauldin
PM Triangle: Leadership: 1PDU
The road to a successful project completion is paved with trust, honesty and communication between stakeholders. The best Project Managers, those who are dedicated to First Class Project Delivery, cultivate healthy, reciprocal relationships and productive workflows. Drawing upon simple practices such as feedback, any Project Manager can create her/his own culture of productivity, accountability and teamwork among colleagues and business partners..
Many traditional management methods of accountability and communication are impersonal and static - preventing any flow of open dialogue and trust between Project Manager and business partners. These practices can restrict the development of strong relationships and create an inflexible and defensive dynamic. The result: a deficiency in workflow productivity and a lack of consensus among stakeholders.
Effective Project Managers use feedback to develop performance cultures that are rich in collaboration and accountability. Learning how to provide feedback that is specificmand observable can be the difference between status reports that inspire, and project plan meetings that frustrate. Research shows that when people are provided useful feedback they feel valued and work environments become livelier and more engaging. A workplace culture that thrives on feedback boosts performance, productivity and collaboration.
Improve productivity and nurture healthy relationships by using a Five Best-Practice Steps model for giving and receiving feedback. Learn a definition for feedback that will motivate you to implement feedback as a daily routine in your workplace. Complete a feedback assessment that will provide you insight about your personal feedback-giving skills and habits.
Marjorie (Margie) Mauldin, President of Executive Forum, is a dynamic leader. In the past 30 years, Margie has earned the trust of the business community as an entrepreneur and successful business owner. She effectively manages Executive Forum’s client list that includes a variety of projects such as strategic planning for the National Renewable Energy Laboratory, the Colorado and Arizona State Departments of Transportation and communications training for United Launch Alliance and Comcast. Margie recently presented at the 2014 Correctional Accreditation Manager’s Association Conference, the 2015 NeighborWorks Training Institute and the 2016 ATD International Training Conference and Expo.
Galvanizing talented employees and business partners, she has created a firm that makes a difference in the lives of leaders, delivering training to over 4,000 people each year. Margie is passionate about providing high-leverage learning opportunities for leaders. She says, “Leadership is hard work – leaders have a distinct responsibility to create, communicate and execute a clear vision for the future.”
Highly respected for her skills in consulting, her three-pronged focus on organizational strategy, team effectiveness, and executive coaching set her apart from her peers. An Associate with VitalSmarts®, Margie is a Master Certified instructor in Crucial Conversations®, Crucial Accountability®, Influencer Training®, Emergenetics®: Whole Brain Thinking, Principle Centered Leadership®, The Seven Habits of Highly Effective People®, and Leading at the SPEED of Trust™. She is the author of Feedback Revolution and creator of the iLoveFeedback® program. Her civic involvement includes serving on the board for Volunteers of America and Rocky Mountain Children’s Health Foundation.
The Employers Edge
PM Triangle: Leadership: 1 PDUs
If you are serious about wanting to get into leadership shape, then you will need to exercise. This highly engaging and interactive session based on the book “Getting Into Leadership Shape®” will give your leadership character a workout, retrain your leadership muscles, and improve your leadership cardio. Developing the three specific leadership competencies from this session will get you into shape as a project manager and leader.
In sports, no one would argue that some sports enthusiasts are naturally more athletic than others. In leadership, some of us are more naturally gifted leaders and project managers than others, but anyone who exercises leadership will end up a better leader and project manager than had he or she not exercised at all.
In this session you will go through three leadership exercises that will help you communicate and understand “stakeholders” needs better, identify project priorities, and learn to overcome project obstacles and plan outcomes more effectively.
Participants will learn the technique of “listening backwards” to the needs of others and communicate for more understanding and better execution; Identify your “highest pay-off activities” and hear from your peers how they prioritize their projects; Learn how to use the project goal planning process to identify project obstacles and identify solutions that move you through to project completion.
Since 1991, Janet and her team have developed over 10,000 leaders in over 300 corporations, an achievement that earned her the esteemed award for Outstanding Women in Business by the Denver Business Journal. In addition to managing her company and re-sellers nationwide, Janet has personally coached over 2000 CEO’s, managers, and sales staff, and is currently leading a CEO Advisory Board in Denver, CO. Janet is the on The Sales Edge, The Leadership Edge, and Strategy Management For Teams. In her book, Getting Into Leadership Shape®, Janet publishes 15 the exercises she uses to give leaders experiences and achieve goals.
Conducting over 80 seminars and speaking engagements a year, Ed has trained and coached over 3,000 leaders and has the attention of the market on the subjects of training and creating sustainable behavior change in very critical situations. His story begins as an NCAA gymnastic coach where he was fascinated by the process of how people move through fear where he learned that people are rarely effective at managing fear. Ed has translated this experience in coaching elite athletes to coaching leaders and managers into building high performing teams, getting results, and managing change. Co-author of the book Getting Into Leadership Shap®, Ed is a genuine student of the behaviors of people who engages others in possibility thinking and challenges others to have courage and take action.
Bob McGannon PMP, GWCPM, MPC
PM Triangle: Leadership: 1.5 PDU
Project management, for many people, is the ‘accidental profession’. Becoming adept at project management however is far from accidental. The skillful project manager has learned from repeated experiences to predict project issues and prevent them before they even occur, or before they adversely impact their organization.
This workshop focuses on how to design a ‘responsive’ project by predicting where the problem areas may be hiding. Also how to communicate with peers, team members, and senior leaders in a manner that meets their needs, challenges their thought processes, while using precious time effectively. This class is designed to expand the ‘insight’ of intermediate to experienced project managers to enable them to become more effective.
Key Learning Objectives:
Bob McGannon is Vice-President of Mindavation, Inc. in the US and Director of Mindavation Pty Ltd in Australia. Bob specializes in strategic program management and has helped set up Project Management Offices on three continents. He has 32 years of I/T and project management and analysis experience, 18 of those years with the IBM Corporation. His management experience includes technology outsourcing, I/T delivery measurement and quality, business analysis and general project management. Bob has worked internationally while playing a major role in the development of international trade applications in use in the United States and Europe, and has worked in Australia for the last 7 years on consulting engagements with Medicare, the ATO, and private industries. He has managed project teams as large as 460 individuals, once serving as the IT Delivery manager for IBM, supporting American Express.
Bob is a certified Project Management Professional by the Project Management Institute, is a certified Executive Project Manager with IBM, is a Certified Master Coach by the International Institute of Project Coaching and is a Certified Project Management Coach for the Boeing Corporation. He holds university degrees in Operations Research and Mathematics. Bob holds a practitioners’ certificate in the PRINCE2 project management methodology, and an ITIL foundation certificate and as delivered keynote addresses in 6 different countries.
Christie Morin, PMP, Lean Six Sigma Green Belt, KCS v6 , ITIL, CSM
PM Triangle: Technical: 1 PDU
Imagine the possibilities if you could solve problems and improve operational processes rapidly and more efficiently. That is the value behind Lean Six Sigma. This presentation will dive into the aspects, framework and tactics of this unique methodology. Project success is much more than managing tasks. How can you incorporate change management into your program planning to increase the adoption and success of your projects? This presentation will engage your thinking on the value of Lean Six Sigma and how you can apply it immediately to raise the level of your projects, improve efficiency and deliver success.
Attendees will be given an overview of Lean Six Sigma and how coupled with Project Management and Change Management can accelerate the timeline, elevate the success of a project and transform one from a project manager to a project leader. Attendees will be given a framework they can use to get started with incorporating Lean Six Sigma into their current and future projects.
Christie Morin, PMP, is the Program Director over Knowledge Services at Computer Associates (CA). Christie prides herself on being “a change agent extraordinaire” through leading organization wide programs for over 15 years. Christie’s specialty is in working with Customer Support organizations as well as donating time and talent to local charities and organizations. Christie is a teacher of Lean Six Sigma’s programs within CA and is working towards her black belt certification. Christie lived in Singapore, giving her a keen perspective on running world-wide programs. Christie currently resides in Arvada, CO and is an avid coach, traveler, golfer, skier and scuba diver. Christie holds a BA in Computer Science from Bowling Green State University.
PM Triangle: Leadership: 0.5 Strategy: 0.5
Many project managers appreciate that change management can contribute to delivering exceptional project results, but are not sure where to start or are overwhelmed by complex methodologies. In this session, we’ll explore the Prosci ADKAR® Model; a straightforward framework that allows you to define the people-side impacts of your projects and plan targeted change management activities to drive successful change. Participants will walk away with an ADKAR profile for one of their current projects as well as:
Susie Patterson combines a deep knowledge of Prosci’s research and approach with years of helping private and public sector organizations develop their change management capabilities. She has led sales, operational, and product development functions, as well as organizational system and technology change initiatives. Susie currently leads Prosci’s research and development portfolio with a goal of equipping leaders, practitioners, and change agents with the most effective skills and tools to optimize their change results.
Susie is passionate about empowering people to embrace the opportunities change brings through her speaking and writing. Her recent speaking events include a webinar series on the Prosci ADKAR® Model, a selected track session at the Association of Change Management Professionals’ 2016 global conference and a solution spotlight at the Project Management Institute’s 2015 Global Congress.
Susie holds a BA in Economics and Minor in Leadership and Civic Engagement from the University of Nevada, Las Vegas. She lives in Colorado with her husband.
Joe Perzel, PMP
Minnesota PMI Chapter
PM Triangle: Technical: 1 PDU
In thinking strategically, project managers must develop a clear understanding of what approaches are available to create and gain organizational competitive advantage.
Competitive advantage rarely occurs by chance, rather it is a planned, deliberate approach using project methodologies to offer customer value in ways competitors cannot.
Organizational projects can only be considered successful if they are in alignment with strategic initiatives. This presentation will focus on the strategic management fundamentals of strategy, business models, and competitive advantage.
This presentation will cover:
Defining what a Chameleon is in the project world and why it is important. Defining and discussing the various target audiences and the keys to success for working with each. The skills, dos and don’ts, a project manager will need to be a Chameleon and the typical roadblocks.
Examples you can use immediately to become more effective.
Joe Perzel PMP
Minnesota PMI Chapter
PM Triangle: Technical: 1 PDU
A Successful journey from start to finish of a project is not linear, clean, forecastable or easy. Your interest is to deliver the project on time, on budget with a smile on everyone’s face, but others have conflicting interests.
Armed with your SDLC, a planning tool of your choice and the innocence that always comes at the start of a project you think you are set to go. Then the plan that you have worked so hard to perfect shows a flaw, falls behind schedule or budget, gets amended or completely thrown out altogether. How do you minimize these occurrences and give you the best chance to survive the project intact.
This presentation will start with the Top 10 Keys to Success which include Communicate, Communicate, Communicate; Managing Change and Expectations; Pace, Perfection and Price – pick 3? Joe will then discuss how to become a Master Magician covering topics such as Winning at Politics; Control others through Influence; Communicate & Motivate and why you need to Market the Project.
While it takes less than 8 hours to learn how to use a tool to manage a project it takes a lifetime to learn the art of successfully running a project. This presentation will focus on the Soft-side of project management, having fun with the topic and using Audience participation to share the Community’s Intelligence.
Joe Perzel has been in the IT field since 1979, focusing on Project Management for the past 20+ years in both a Corporate and Vendor capacity. In addition to countless smaller projects, Joe’s project management experience includes:
Presently Joe is Sr. Project Manager at Surescripts. Previously he was owner of JPerzel and Associates, a $5M contract, perm placement and managed-project company working with local fortune 1000 companies and before that Sr. PM and IT Director at Cargill, International Multifoods and MWCIA.
Turning the Corner, LLC
PM Triangle: Leadership: 1 PDU
There is No Such Thing as a Born Leader. “Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.” Vince Lombardi
Becoming and developing strong leaders is the most important aspect of reaching your goals and becoming successful. Too often great companies fail because of poor leadership and in today’s competitive market. From the top down, managers need the skills to lead people. A bad manager can be TOXIC for your team.
This breakout session will unveil the top essential leadership skills every project manager must utilize today.
Situational Leadership: Determine how to assess your team’s job task readiness and intervene appropriately.
Emotional Intelligence: Learn the #1 quality that makes everyone, but especially project managers, better at working with other humans.
Skillful Conversations: We get it, managing is fun until you have to correct someone’s behavior. You’ll learn how to have the tough conversations and do it well. Strong communication skills are paramount to success.
Goals, Gaps, & Guidance: Discover tools you can use to navigate what needs to happen to help team members grow or to let them go. Learn how to help your team members and what to do if things are falling apart and get really difficult.
Project managers will not only learn the theory behind these leadership essentials but utilize exercises they can implement today.
Kendra Prospero was never expected to be what she is today. She was supposed to be a musician, and then she was supposed to be a coder. She was a Project Manager at IBM for years but she felt she was struggling in a career that left her dying on the vine. She is now working in her true gift. Kendra Prospero is the CEO & Founder of Turning the Corner LLC, a Colorado-based career coaching, recruiting, and business cultivation services organization helping companies and job seekers transform the way they think about work.
For job seekers, she helps them find work they love. From resume writing to career coaching, and job search essentials, she and her team accelerate the job search process. With her diverse background, she has a deep understanding of the different types of jobs and personalities that are out there and what makes that perfect fit.
For companies, Kendra and her team work with executives and Human Resource professionals helping them with the development, launch, and management of effective talent management, leadership training, employee engagement, & strategic planning.
Anamaria Popescue PE, PhD, PMP,PSP, AAA Roster of Neutrals
Berkeley Research Group
PM Triangle: Technical: 1 PDU
Even though owners and contractors alike are becoming more and more sophisticated, the “usual suspects” plague all project types from healthcare to telecommunication to infrastructure: the inability to resolve disputes during the project’s life. This presentation will give project owners, team members, contractors and the attorneys that support them, an explanation of effective contract and risk management methodologies along with tools that, if followed, would help ensure the successful resolution of disputes during a project instead of allowing them to fester and turn into a litigation nightmare.
Participants will gain an understanding of what Contractual Awareness really means and how to use a contract matrix effectively with the project team to ensure that key elements are not overlooked and a change order request is not “null and void” based on lack of contractual entitlement.
Understand the criticality of notice provisions and contractual completion dates.
Realize how effective record keeping and documentation play a critical role in successful dispute resolution.
Know how to accurately track issues in both daily reports and typical project correspondence and how to use an issue database to strengthen the credibility of a submitted change request.
Recognize how scope management and integrated change control play a critical role in managing disputes on a project.
Schedule Management - Audience will learn how to effectively manage the schedule during the life of a project which will allow for delays to be quickly identified and resolved.
Dr. Popescu is a Director of Berkeley Research Group (BRG) Construction Practice. She is a construction arbitrator with the AAA and a licensed Professional Engineer with more than 22 years of experience in project management, construction claims, schedule delay analysis, project controls, and contract management. Dr. Popescu’s project experience includes power generation, natural gas drilling, pipelines, petrochemical and process plants, oil and gas production platforms, mining, water treatment plants, airports, telecommunications, and commercial construction in Australia, Canada, United States, Mexico, South America, The Netherlands, South Africa, and China.
Dr. Popescu provided program/project management and project control services for projects ranging from $500,000 to $50 billion. As an Expert Witness, she has written numerous expert reports that led to successful settlements as well as testified in international and national arbitration hearings and dispute review board proceedings regarding delay and disruption claims. She has also taught seminars and courses on scheduling, effective project controls, and dispute avoidance in the United States and internationally. She is fluent in Romanian and intermediate in Spanish.
PM Triangle: Technical: 1 PDU
The Idaho Transportation Department (ITD) has a strong focus on excellence in Project Portfolio Management. Microsoft Project solutions have enabled ITD to improve project development delivery. To assist in accomplishing this goal, ITD recently transitioned from Project Server 2010 to Project Online. The process wasn’t without detours, but they were able to avoid or overcome the obstacles and navigate their goal successfully. Hear about ITD’s journey to Project Online and lessons learned. You will gain a deeper understanding of Microsoft's project and portfolio management tool.
Rod Reed has been with the Idaho Transportation Department for more than 20 years. He is a highly motivated, solution-oriented Project Manager with extensive experience in a variety of areas within the department and currently works in the Division of Engineering Services. Rod and the project management team are responsible for the development and integration of project management philosophies and tools used by engineers and project teams throughout ITD. In addition, he coordinates the department’s Project Management Academy where he provides just-in- time and online educational support for staff.
In 2016, Rod managed the department’s transition from Project 2010 to Project Online for more than 500 employees. He was able to complete this daunting task with little to no impact on users. Chairman of ITD’s IT Project Management Office (PMO) Governance Board, he ensures that the department’s IT infrastructure supports and enables the department as they achieve their enterprise strategies and objectives.
Rod lives in Boise, Idaho where he enjoys spending time with his family as well as hiking and photography in many of Idaho’s picturesque destinations.
Michelle Sugerman PMP, PCC
Leading Synergies, LLC
PM Triangle: Technical: 0.5 PDU & Leadership: 0.5 PDU
Afraid you might be looking at the same mission critical projects next quarter?
Trying to figure out why you or your team can’t get essential efforts accomplished? Michelle Sugerman wondered, too, and coined the term Taskage™ to describe the negative associations project members have with significant unfinished activities. To successfully dump the ‘baggage of the task’ we must align the things we LIKE to do (Passions) with things we WANT to do (Goals) and things we HAVE to do (Obligations)!
Attendees will learn how to identify six categories of Taskage™ and when to use proven strategies. Each will complete a high-level assessment during the event and create a simple action plan using the following leadership strategies:
Each attendee will also receive a link to the full 51-question Taskage™ Assessment which:
With 25 years of experience and knowledge, Michelle Sugerman saves corporations millions of dollars by helping leaders refine their strategy, inspire their teams, and delight their clients. She has a formal background in technology, franchise, and project management– and understands the challenge of implementing best practices and scaling towards sustainable success. As a Professional Certified Coach (PCC), Michelle holds the second highest globally-recognized credential, in addition to an Executive Coaching Certification (CEC) and the prestigious Project Management Professional (PMP) certification. Her 12+ years of ‘ninja style’ executive coaching and consulting is legendary, as is her sense of humor and ability to bring relief and insight to complex and frustrating um… ‘opportunities’!
Ms. Sugerman is a native to Colorado and enjoys hiking fourteeners and windsurfing. She loves discussing business strategy with her husband of 19 years and has an insatiable curiosity for ‘how things work’. Michelle also enjoys coding computer solutions and laughing with friends over a gourmet meal.
Stuart Thomas PMP, SPHR, MBA, MS-IT
Brigitte Baeuerle PMP, MS
Arrow Performance Group , NCAR/EOL
PM Triangle:Technical: .5 PDU Strategy: .5 PDU
The Earth Observing Laboratory (EOL) within the National Center for Atmospheric Research (NCAR) receives funding from the National Science Foundation (NSF) to insure progress within the atmospheric sciences. As part of this mission, EOL carries out scientific field campaigns worldwide, develops new instrumentation, and serves as stewards of a wide range of unique datasets that are collected by the scientific community.
A team of EOL staff decided to set a new standard for successful project management across the Laboratory. By actively participating in and shaping an in-depth, multi-faceted, nine- month training program and consequently applying those skills across a range of projects, this team has been instrumental in changing the culture and attitude towards project management within EOL.
In collaboration with Arrow Performance Group, EOL designed an intense and ambitious training program that included 30 on-line SkillSoft learning modules, monthly content review sessions, small-size study groups, real-life workplace projects, daily flashcards and test preparation sessions, and a four-day boot camp. The training cumulated in the successful certification of 8 of the 16 participating staff to Project Management Professional (PMP) by the Project Management Institute (PMI).
By attending this session, participants will gain an understanding of time and support needed for PMP certification – especially at an organizational level. This session will illustrate the difference that PMP certification can make in an organization’s capabilities and culture.
Stuart Thomas, PMP, is founder of Arrow Performance Group, a leading provider of strategic organizational transformation services in the Rocky Mountain region. He has worked over 35 years as a career consultant and is a recognized expert in the areas of performance excellence and organizational effectiveness.
Brigitte Baeuerle, PMP, is the Assistant Director for Operations in NCAR's Earth Observing Laboratory. She oversees the day-to-day activities of EOL, providing guidance and supervision over core operational activities in EOL, including the planning and conduct of field campaigns, overall project management, communication within and outside of the Laboratory, and coordination between different EOL divisions and groups. Brigitte holds a MS in Oceanography from Oregon State University.
Jeffrey Wiede DBA, PMP
Metro Community Provider Network
PM Triangle: Technical: 1 PDU
The Lean methodology focuses on elimination of waste. However, most organizations employee models where dedicated facilitators or specialists identify, organize, and run projects. To expedite small-scale improvement projects, a Lean coaching model (based on the Toyota Kata concept) allows managers to better understand how to look at processes, identify potential issues, make small-scale improvements, and follow-through on results.
This presentation will demonstrate how an organization can build up managers to understand these concepts as well as provide a case study example from a healthcare setting where the coaching model prepared a division of nurse managers to lead their own small-scale projects and improve important health outcomes that are benchmarked nationally.
The audience will be given a framework of how a Lean methodology, embedded into their operational management system, will (a) allow them to better understand processes, (b) identify issues that require small-scale projects for improvement, and (c) how to monitor results to ensure success.
Jeff Weide is the Director of Performance Improvement at Metro Community Provider Network (MCPN) and adjunct faculty for CSU-GC (Project Management) and Colorado Community College System (Computers). He is a certified Project Management Professional, trainer in Lean methodologies, and Doctor of Business Administration with an emphasis in project management. Jeff has worked on improvement and management analysis projects since 2007 for the US Air Force, Denver Health, and MCPN. His focus has been on how to integrate the concepts of continuous improvement, project management, and leadership to allow managers at every level to effective leverage limited resources with the goal of improving key performance indicators.
In his current role at MCPN, Jeff oversees the departments of Quality & Control and Professional Development as well as starting the Lean implementation into the organization. For CSU Global Campus, Jeff has taught and developed undergraduate- and graduate-level courses for the Project Management program.
Steven Wille, PMP
PM Triangle: Technical: 1 PDU
When you win a game of rock, paper, scissors, your opponent loses. Zero sum games produce as many losers as winners. Picking a project management methodology can be a zero sum game if you win at the expense of others losing. Now that agile project management has gone mainstream, there are as many proponents of agile as traditional waterfall. As a project manager, when you pick one methodology over the other, you lose the benefits of the method you did not pick.
Change the game from a zero sum, forced choice, to an additive process where the real goal is to partner with the product owners, deliver a superior product, and be flexible within the constraints of the organization’s standards. Some project stakeholders know exactly what they want, when they want it, and how much they are willing to pay. From the project manager, they want a predictable, controlled project plan executed in a sequential manner; sounds like they want a waterfall methodology. Other stakeholders on the same project don’t know what they want, have no clue about cost and financial return, and have a hard time staying focused on a distant goal such as a delivery date; sounds like they want a more agile project with greater flexibility, and an opportunity to explore great new ideas.
Participants will learn to articulate the benefits of each methodology so stakeholders know what they are getting into when a project method is selected and how to survive when an inappropriate methodology is selected, and still get the job done by adding features of other methodologies.
Steve will show how to synthesize new methodologies from traditional and emerging methods. More important, he will show how to sell new techniques to management and key stakeholders in an additive, non-zero- sum way.
Steve Wille is an experienced information technology executive at several large corporations. His book, Colorful Leadership, looks at multiple dimensional leadership focusing on people, process, and innovation. He has written and taught workshops on project management, business analysis, and high performance project teams. Steve is active in the Colorado IT community as a board member of SIM (Society for Information Management, president of RMIMA (Rocky Mountain Information Management Association), and an active member of Mile High PMI (Project Management Institute). He serves on the Regis University IT advisory board. His MBA is from Regis University and his BSBA is from the University of Denver. Steve is also a professional photographer with a wedding photography business. His presentations are graphically rich, drawing on his experience with color and digital images.
Paul Williams PMP
Think For A Change, LLC.
PM Triangle: Leadership: 0.75 PDU Technical: 0.75 PDU
Visual Project Management is a new practice concept that integrates visual thinking tools and data visualization methodologies with more traditional project communication, reporting and collaboration practices. Attendees of this session will gain an in-depth understanding of why these techniques work and where they are best applied, including live demonstrations of some of the most popular and effective visual thinking and data visualization tool sets.
Paul R. Williams, PMP has over twenty years of project, program & portfolio management leadership experience with information technology, innovation management and strategic business initiatives in the investment, banking, insurance, legal, manufacturing and professional services industries. Mr. Williams is credited with being one of the pioneers of ‘Visual Project Management,’ a revolutionary new approach for leveraging visual thinking and communication strategies in project management practice. He has been featured in a number of worldwide publications including three appearances in PM Network, the official monthly periodical of the Project Management Institute, is the author of three books on innovation and project management, and is a frequent speaker on project and innovation management topics at conferences and media events across the United States.
Stephen Volz, D.B.A., PMP, CMQ/OE, SPHR
Amir Al-Nizami PhD, MBA, MPM, PMP, CSM, PHRM
Colorado Technical University
PM Triangle: Technical: 1 PDU
This presentation will highlight the importance of emerging project management trends, approaches, and practices and the role they play in delivering projects successfully.
Concepts such as agile, hybrid models (agile/waterfall), Kanban and Kaizen, big data, mobile applications, and scrum will be presented. Learning about these topics and the role they could play in improving successful project delivery is important. It enables project managers and other stakeholders to use the latest technology and trends to achieve successful and aligned project outcomes. In addition to delivering successful projects, maintaining your project management certification(s) through professional development units (PDUs) now requires a greater emphasis on project management education. The new CCR requirements emphasize education with more PDUs needed for education than for the other category of Giving Back to the Profession.
Participants will leave this presentation with a better understanding of the various trends in project management which could help them manage and deliver projects more efficiently and successfully. Participants who are certified project managers will also be able to find educational opportunities that will help them get the required PDUs.
Dr. Stephen W. Volz (Steve) is the Online Program Chair for the College of Business and Management at Colorado Technical University. Prior to becoming the Program Chair, Steve was a Lead Instructor – Project Management. Steve has worked on projects to help CTU maintain its R.E.P. status and GAC accreditation. He is a Project Management Professional®(PMP) and is the President of the PMI Central Alabama Chapter in 2016. Steve is completing a post-doctoral certificate in project management at CTU.
Dr. Amir Al Nizami is the Online Lead Faculty for Project Management, Supply Change Management, and Logistics for the College of Business and Management at Colorado Technical University. Prior to becoming the Lead Faculty, Amir worked as a Software Principal Program Manager at Dish, a Project Management Executive Consultant, and a Visiting/Adjunct Professor of Project Management, Human Resources Management, and general management in the College of Business at DeVry University and Keller Graduate School of Management, Columbia College, and ITT Educational Institute. Amir is a Project Management Professional®(PMP) and a Certified Scrum Master (SCM).
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