Some Exciting Speakers are planned for PMI Madison/South Central WI Chapter 2014 Professional Development Day (PDD) on May 15th.

Speakers

  • Donald Driver - Keynote Speaker
  • Kathleen Haas - The New Project Leadership Model: The Promise of the PM/BA Partnership in a Complex World
  • Robin Gates - Lean Six Sigma and Project Management – Natural Partners for Improving Organizational Performance
  • Roxanne Miller - Four Core Models for Scoping Requirements or How Do I Know What Questions to Ask
  • Erik Weber - Agility with Scrum: 101
  • Chris Clark-Epstein - I Haven't Got Time for the Pain (Spotlighting Solutions for Conflict)
  • Jack Christ - Ethics and Effective Leadership
  • Michael Charles - Leading with Intent:  Pillars of Leadership and Growth
  • Robert Lord - Eliminating Needless Meetings
  • Dave Melbye - PMO: What Does Great Look Like
  • Scott Converse- What are teh 4 Key Variables to project Failure
  • Erik Weber - A Quick, Cheap & Empirical Approach to Estimation
  • Gloria Green - Rescue My Project 
  • Randall L. Englund - Everything I wish I knew About Project Management When Beginning My Career
  • Dave Pratt - Pragmatic project Management - Building a Project Schdule for Success
  • Frank Saladis - The Indispensable Project Manager

Driving Project Success Changing Lanes

The New Project Leadership Model: The Promise of the PM/BA Partnership in a Complex World

Kathleen Haas


LIS KHass-2013This presentation describes the subtle and not so subtle differences between the PM and the BA approaches to projects.  It explores the differing perspectives, the complementary roles, the overlapping responsibilities, the differing view of scope, the overlapping communication channels, and the joint requirements and risk management responsibilities.  We then describe the accountabilities and deliverables for the PM and the BA during the typical project phases: pre-initiating, initiating, planning, executing, monitoring and controlling, and project closing.  And finally, we discuss the golden opportunities for the BA and the PM to collaborate to manage project complexity. 

Discover how combining disciplines leads to success – how the wise BA partners with the PM to build a high-performing team and improve project success.

  • Examine the different and complementary perspectives of the BA and the PM.
  • Determine the accountabilities and deliverables shared by the BA and the PM.
    • Examine the dynamics of highly complex projects.
    • Diagnose the complexity of your current project.
    • Discover the new project leadership model.
    • Discover the appropriate project cycle model – from linear, to iterative, to adaptive, to extreme – to use for projects of differing complexity.
  • Examine best practices for projects of varying complexity.
  • Determine how to capitalize on complexity to foster innovation.
  • Uncover the golden opportunity for the PM and the BA to collaborate for higher levels of success. 

Kitty is a recognized thought leader in the Project Management and Business Analysis profession, a prominent keynote presenter at industry and corporate conferences, author, consultant, and expert facilitator.  She is the president of KHass and Associates, Inc., a consulting practice specializing in strategic business practices, including enterprise business analysis, complex project management, and strategy execution through portfolio management. Her expertise includes implementing and managing PMOs and BACOEs, managing large complex programs, and leading groundbreaking PM and BA assessments.

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Lean Six Sigma and Project Management – Natural Partners for Improving Organizational Performance

Robin Gates


LIS RobinGatesLearn the fundamentals of Lean Six Sigma and explore how project managers can use these techniques to be more successful in their project management jobs.  Find out how these two disciplines can work together within an organization to improve overall organizational performance. 

 

  • Understand the basics of Lean Six Sigma.
  • Learn how to integrate Lean Six Sigma methods into projects.
  • Learn how to coordinate and integrate the disciplines of Lean Six Sigma and project management within an organization.

Robin Gates is a management consultant focused on helping organizations achieve success through better management and systematic process improvement.  His consulting work includes strategic and operational planning, performance management, Lean Six Sigma projects and deployments, and project management.  He works with government, non-profit and private sector clients.  He has held executive positions in both the public and private sectors.  He was the Vice President – Performance Improvement for Alliant Energy.  At Alliant Energy he led a three-year Lean Six Sigma deployment.  He was also responsible for corporate-wide project management, performance measurement and executive performance contracting.  His previous assignment at Alliant Energy was as Managing Director – Budgeting, Facilities, and Supply Chain.  Prior to joining Alliant Energy in 1999, he held several senior executive positions in Wisconsin State government.  These included Deputy Secretary for the Department of Workforce Development, State Purchasing Director, administrator for several large shared services divisions and Executive Budget Team Leader.  Robin speaks at professional conferences and writes on management topics.  Robin has a Master’s Degree from the La Follette School of Public Affairs at the University of Wisconsin – Madison.

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Four Core Models for Scoping Requirements

Roxanne Miller


LIS Roxanne-MillerA picture is worth a thousand words.  That is, a visual speaks to us in ways that written text cannot.  In the early years of schooling, children participate in lessons called “show and tell” as an effective way to express themselves (and keep the attention of their classmates).  The majority of adults learn most effectively when visuals (pictures, diagrams, tables, prototypes, and models) are used.  This session provides an overview of commonly used requirements-scoping models, as well as why and how each model is helpful on a project.  Industry expert Roxanne Miller shares the four core models that she uses on every project! 

  • Discover a systematic approach to scoping the requirements for your project.
  • Understand why and how each model benefits your target audience. 
  • Identify components of models to expand your ability to understand other models.

International industry expert Roxanne E. Miller is a self-proclaimed “Requirements Super Freak.”  Roxanne founded Requirements Quest® in 2001, and has been consulting on requirements process improvement and business analysis practices for over 15 years.  Her clients include several Fortune 500 companies, and span industries such as financial, insurance, higher education, and manufacturing.  She earned a bachelor degree in Management Information Systems (MIS) at the University of Wisconsin—Eau Claire, Eau Claire, Wisconsin, USA.  Roxanne’s book, The Quest for Software Requirements, is an in-depth reference guide with over 2,000 elicitation questions and a tested framework to help individuals make their project work more efficient and effective.

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Agility with Scrum: 101

Erik Weber


LIS EricWeberScrum Teams succeed best with a solid foundation. This workshop prepares students to begin effectively understanding Scrum. The Scrum framework, mechanics, and roles of Scrum are emphasized with emphasis on practical application. This course is the perfect introduction to Scrum for anyone new to the framework. The activity will demonstrate the basic concepts of Scrum including the importance of cross-functional teams, working in small bathes and a test-first mindset.  

  • Introduce basic concepts of agility.
  • Learn the Scrum framework. 

Erik is a Professional Scrum Trainer, Product Owner practitioner, and the Director of Centare’s Agile Practice. For the last 10 years, Erik has been a developer, tester, project manager, in both waterfall and agile environments of varying success. As a Professional Scrum Trainer for Scrum.org, Erik enjoys helping organizations become agile.

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Driving Project Success Defensive Driving

I Haven't Got Time for the Pain (Spotlighting Solutions for Conflict)

Chris Clark-Epstein


Conflict, whether you want to admit it or not, is an inevitable part of life. When understood, conflict allows us to see issues from different perspectives, find solutions beyond the obvious, and create energy and LIS iChris-Clark-Epstein-2excitement. If mismanaged, conflict goes underground, damages relationships, and hinders productivity. When organizations and individuals learn that well-managed conflict can be a powerful catalyst for change, they can build effective teams more quickly. Those who avoid or mismanage conflict risk the erosion of trust, communication, and progress. How is conflict affecting your organization? Join Chris Clarke-Epstein, CSP as she presents a common sense approach to conflict in the workplace.

  • Understand the three things you can do with conflict
  • Identify your personal conflict reactions
  • Explore five ways to resolve a conflict
  • Recognize the warning signs of a brewing conflict
  • Have fun

Chris Clarke-Epstein, CSP believes if you ask great questions you will get great answers. For 20 years, Chris has asked today’s leaders thought-provoking questions – pushing them to find new ways to do old things, changing old mindsets to meet new challenges, and supporting those leaders as they search for creative solutions to long-standing problems.

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Ethics and Effective Leadership

Jack Christ


LIS Jack-M-Christ-2-14Investigate the universal links between ethical behavior and effective leadership. Explore the nature of ethical responsibility, the instinctive human tendencies for both ethical and unethical behavior, and the most common strategies for ethical decision-making.

  • What makes a moral/ethical issue moral or ethical?
  • Examples of moral/ethical and immoral/unethical behavior.
  • What constitutes moral/ethical responsibility?
  • Are human beings wired for moral/ethical behavior?
  • How and why is moral/ethical behavior necessary for effective leadership?
  • What are some historical examples that can serve as test cases?
  • How do we typically make decisions about moral/ethical dilemmas? How should we?

Dr. Jack Christ joined the Ripon College faculty in 1970 and retired in May, 2013. In 1980, he founded the nation’s first undergraduate academic program with a minor in Leadership Studies and served as Professor and Director of Leadership Studies at Ripon College until his retirement. In 1994, he wrote the report for a Wisconsin Governor’s Commission that led to creation of the Wisconsin Leadership Institute, which he has served as Executive Director since its founding in 1995. He is also owner and CEO of Video Age Productions, which has produced 60 educational and documentary programs for national distribution and 27 programs for Wisconsin Public Television. He has served on boards of several statewide and national nonprofit organizations, especially in the field of leadership education, and has delivered dozens of keynote addresses and workshops to community-based leadership programs statewide.

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Leading with Intent:  Pillars of Leadership and Growth

Michael Charles


LIS Michael-CharlesIn this new era of collaboration and constant change, more than ever before, work is being defined as project based. As a result, there is a premium on project management talent and pressure on project managers’ ability to lead.

While software and tools are important, they are not the primary determinant of project success.  Tools and software ensure that project plans are improved but they do not ensure the delivery of the benefits of the plan. It takes leadership and the ability to inspire engagement from team members. Leadership development has consequently become one of the most crucial issues for Project Leaders and the organization.

This introduction to the pillars of leadership will present you with an opportunity to learn the building blocks of sustainable leadership upon which you can build more successes both as a project manager and a professional.

  • Explore 3 pillars/foundational principles for allowing you to lead effectively
  • Provide tools on how to lift your leadership lid to new levels
  • Define true leadership
  • Underscore the importance of establishing a personal growth plan for yourself, your team and your organization

Learn these principles and you’ll learn to lead. If you ignore them, you are always going to struggle with leadership.

Michael Charles is a John Maxwell Certified Speaker, Trainer and Coach on leadership and team development. He has led several teams as a Project Manager and is currently the CEO/President of Light The World Foundation, a charity foundation he founded in 2009 to educate children in Haiti as well as providing leadership training and coaching to teenagers and young professionals in the New York City area. Michael started his project management and consulting career in a Leadership and Management Consulting program at JP Morgan Chase in 2000 and has gone on to work with several fortune 500 companies as a Management Consultant/Project Manager.

Michael is a contributing author to the Handbook of Business Strategy Series published in 2007. He plays music as a hobby and enjoys sharing insights on leadership and intentional living on his blog at www.leadingwithintent.com.

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Eliminating Needless Meetings

Robert Lord
LIS RobertLord


Are meetings part of the plan but the plan isn’t executed at the meetings?  Project managers can track progress and facilitate communication before, after, and instead of meetings.  In this session you will learn the steps to employ effective meeting management strategy from project concept to closing.

 

Do you feel like you are keeping minutes but losing hours?  Are participants complaining, coming to meetings unprepared and feeling time is wasted?  It may be time to write a project plan for planning project management meetings.  Find out how to:

  • Learn the importance of, and how to assume the role of facilitator.
  • Observe and practice facilitation skills for effective meeting management.
  • Evaluate methods for exercising leadership without line authority.
  • Understand the importance of setting meeting expectations early on, beginning with the project charter.
  • Discover a reporting strategy that can promote accountability without having to meet.
  • Find value in creative communication channels for recording and reporting progress.
  • Discover new ways to review promises made and remind how and when a deliverable is due.
  • Learn one powerful technique for validating each meeting attendee’s contribution.
  • Discover how to create a meeting space in which people can empower themselves.

For 23 years serving over 200 organizations, Robert Lord has helped thousands of people improve working relationships. As a facilitator with outstanding ability in consensus building, conflict resolution and high level problem-solving he has built a reputation for succeeding when the stakes are high. When decision makers need a process for reaching agreement, Robert Lord is the facilitator of choice.

Robert has paid his dues in the lion’s den.  When others have wanted to tear each other to pieces he has found a way to break the impasse time and time again.  So, workshops are packed with time-tested techniques; teaching interpersonal skills using state-of-the-art content, intelligent dialog and entertaining role play.  He brings a wealth of experience to each presentation employing case studies, hard content and real-time dialog on real issues.

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Driving Project Success Commercial Driver’s License

PMO: What Does Great Look Like

Dave Melbye


LIS melbye-davidRecognize the makings of a great PMO.  Start by identifying the current state of your PMO. Is it great? Have a ways to go? Based on our extensive experience inside more than 40 PMO organizations, Trissential will share lessons from the battlefield and how to recognize the makings of a great PMO. Find out how to:

  • Assess the current state of your PMO
  • Identify areas for improvement
  • Typical responses and why they don’t work
  • Change incrementally in order to establish the PMO
  • Continuously improvement to take your PMO from good to great

David Melbye joined Trissential in August 2013 as the Delivery Director for the Wisconsin branch.  Mr. Melbye has nearly 30 years of IT consulting experience across several disciplines in multiple industries.  Prior to coming to Trissential, Mr. Melbye served as the Consulting Solutions Manager for the Government Finance Officers Association, where he led GFOA’s consulting practice and conducted research in large system procurements, IT governance, knowledge management, process improvement and organizational change management.  In that role, Mr. Melbye was a frequent national speaker on technology topics in strategic planning, IT organizational theory and practice, IT budgeting, and other areas of IT leadership.  Mr. Melbye also worked directly with cities and counties of all sizes on IT governance structures, ERP system procurements, and process improvement initiatives.

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What Are the 4 Key Variables to Project Failure? Surprising Research on How to Measure the Health of Your Project

Scott ConverseLIS Scott-Converse


Project managers know that there are many variables that can lead to project failure. Among the long list of variables: poor requirements, difficult stakeholders, scope creep, hidden politics within the organization, vendor issues, team performance, your own performance, and the list goes on and on. Research has shown that for projects and organizational change initiatives, 4 key variables impact project success and failure the most, and their findings are somewhat surprising. In this session, we will analyze the research with these specific objectives:

  • Understand the 4 four variables that significantly impact project success/failure - DICE: Duration, Integrity of performance, Commitment, and Effort.
  • Apply the DICE framework to project selection and to help monitor the “health” of an existing project.
  • Explore how project managers and sponsors can use this information to help them with future initiatives.

Scott Converse is the Director of Project Management, Business Analysis, and Process Improvement programs for the Wisconsin School of Business. In addition, he developed and directs the Technical Leadership certificate series, a collaborative effort between the College of Engineering and the Business School. He is also a lecturer in the UW School of Business’ MBA program.

Areas of expertise and courses developed include, project management, portfolio management, , gathering business requirements, process improvement using Lean Six Sigma, business statistics, and decision making. He also has over a decade of applied experiences in the field as a former IT Director, and technologist for an internetworking software developer. Clients have included Fortune 500 firms, the US military, government, higher education, and not-for-profit agencies.

Scott is a Six Sigma black belt and received his MBA from the University of Wisconsin-Madison. He holds a BS degree in Physics from UW-Eau Claire.

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Relative Estimation: A Quick, Cheap and Empirical Approach to Estimation

Erik Weber


LIS EricWeberHumans are bad at estimating in discrete units. Questions like “how long will it take in hours?” are easily contaminated by our own cognitive bias. Alternatively, humans are intrinsically good at comparing things relative to each other, and this workshop will demonstrate a technique to estimate work on a relative basis - resulting in a more empirical, cheap, and accurate way to estimate projects.

After a short overview of what science has to say about the way we estimate, we’ll cover how this effects a common PM task: estimating work in hours. Then we’ll introduce relative estimation and go through a few interactive exercises that show its usefulness and allow us to practice the technique in small groups.

  • Overview of the science and psychology behind estimation
  • Common pitfalls of estimating tasks in hours
  • Introduce relative estimation technique
  • Activity geared toward practicing relative estimation

Erik is a Professional Scrum Trainer, Product Owner practitioner, and the Director of Centare’s Agile Practice. For the last 10 years, Erik has been a developer, tester, project manager, in both waterfall and agile environments of varying success. As a Professional Scrum Trainer for Scrum.org, Erik enjoys helping organizations become agile.

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Driving Project Success Learner's Permit

Rescuing My Project

Gloria Green


LIS Gloria-GreenProjects get off track due to fuzzy scope, scope creep, lack of support, lack of resources, unforeseen happenings, ineffective project plans, etc.   The first step in rescuing the project is determining the root cause.  Only then can you modify the plan to salvage the project.  Join us as we explore tips for rescuing projects gone awry.  Discover techniques to get your project back on track:

  • Find out how root cause analysis ensures you are solving the right problem
  • Investigate ways to clarify your scope
  • Explore project plans to ensure the right level of detail

Learn how to delegate more effectively and gain commitment from sponsors, team members and their managers.

Gloria Green, PMP is currently a Senior Project Manager at Springs Window Fashions, where she manages new product development and marketing projects as well as coaches other project managers.  Gloria implemented the project manager position at Springs.  This included defining the role project managers would play, developing the product development and brand rollout processes and associated Stage Gate Reviews, developing tools to track projects action items and developing template Gantts for different types of projects.  At Rowley-Schlimgen, an office furniture company, she created the role of project manager with a very different set of processes and tools.  Gloria was formerly Associate Director at the Small Business Development Center where she taught marketing and business planning.

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Everything I Wish I Knew About Project Management When Beginning My Career...

Randall L. Englund


LIS Randy Englund2All projects need leaders who excel at working with people. Projects also need effective sponsors. People issues and upper management support for projects consistently surface as critical success factors. PMs often do not understand the concept of complete project managers and why this enhanced skill set is important. This session highlights, from experiences, [almost] everything that gets careers on the right track. Join us as we traverse the journey from vision to reality, defining terms, sharing examples, and illustrating how influencing and negotiating skills are crucial to achieving results. Embrace accountability, reframing, and persuasion as vital tools for stakeholder management, based upon concepts, tools, and techniques that make project leaders more complete…and immediately effective.

  • Update thinking about necessary skills to enhance on the job performance
  • Identify reframing tools that address common project challenges
  • Realize a complete mindset approach to stakeholder management that can be applied immediately

Randall L. Englund is executive consultant for the Englund Project Management Consultancy, www.englundpmc.com. He regularly develops and delivers workshops, conference presentations, university courses, and consulting engagements world-wide. Randy’s experience stems from 22 years at Hewlett-Packard, where he was a senior project manager in a corporate Project Management Initiative and served as a program manager in high tech new product development. Randy co-authored Project Sponsorship, Creating the Project Office, Creating an Environment for Successful Projects, The Complete Project Manager and The Complete Project Manager’s Toolkit.

 

PMI recently honored Randy with the Distinguished Contribution Award 2013 at the New Orleans Global Congress, where he was also a speaker.

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Pragmatic Project Management – Building a Project Schedule for Success

Dave Pratt, PMP


LIS Dave-Pratt-photoSuccess is determined within the first two weeks of a project. Placing emphasis on “Minimum Effort/Maximum Gain”, the product of that effort yields a project schedule that optimizes scope, addresses project risk, accurately projects staff requirements, is realistic and powerful. The process is simple and the results can be amazing.

 

Join us as we walk through the process of developing the all-critical vision statement, project objectives, requirements and tasks, as it begins in the Initiation Phase of a project, and is refined and finalized during a project’s Planning Phase. Investigates the process of assigning resources to project tasks, accounting for resource constraints, estimating tasks, and sequencing those tasks to develop the project’s first, “naive schedule”, which can be compared to known project constraints to develop the project’s definitive work plan. Variations of traditional project approaches, such as Waterfall, Iterative/Cyclic and Rolling Wave, will be discussed briefly, to provide perspective regarding the level of risk associated with project.

  • Pragmatic Schedules – Essential elements (Vision Statement, Project Objectives, Requirements, Tasks, and Requirements Traceability)
  • The Vision Statement – the 4 prime questions
  • Project Objectives – Deliver these and succeed
  • Project Requirements – Things without verbs; how far down do you go
  • Project Tasks – Activities with verbs; assigning resources; estimating the effort; sequencing the activities
  • Applying the Work Breakdown Structure – A handy numbering convention
  • Producing the Naive Schedule – A position of knowledge for responding to constraints
  • Notes on Scaling Your Approach – A model is provided
  • Variations on a Theme, and How this Applies to them All: Waterfall, Cyclic/Iterative, Rolling Wave

Dave Pratt, PMP, is a principal owner and full-time project management consultant for DHP Project Services, LLC, an IT project management consulting firm. He has more than 20 years’ experience managing projects of all types and sizes in both the public and private sectors.

Dave has taught project management, marketing and health services administration at the undergraduate and graduate levels for five different universities and colleges in the United States and China, and is currently the Lead Instructor and curriculum designer for the South Puget Sound Community College Corporate and Continuing Education Program’s Project Management Certificate Program (PMI REP).

Dave has spoken at the regional and national level for over 15 years on topics such as project management, leadership and writing. His audiences have included for profit and nonprofit groups such as Project Management Institute Olympia Chapter, USA/Canada Lions Clubs Leadership Forum and others.

Dave has been a freelance writer for more than 25 years, with two project management books, several novels, and more than 50 articles and stories in print.

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The Indispensable Project Manager

Frank Saladis


LIS Frank-SaladisManaging projects effectively has become essential in every organization large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organizations to develop specific methods for managing projects and to seek highly qualified people to manage those projects. Today’s project managers must adapt to change, lead diverse teams, act as ambassadors for their organizations and deal with a multitude of challenging project stakeholders. This presentation addresses the importance of the professional project manager and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organization. Emphasis is placed on understanding the business needs of an organization, clearly and visibly creating value from a client and supplier view point, and managing personal brand.

 

Frank P. Saladis, PMP, is a Consultant and Instructor / Facilitator within the project management profession. He is a senior trainer and consultant for the International Institute for Learning and has conducted numerous project management training seminars domestically and internationally. He is a Project Management Professional and has been a featured presenter at the Project Management Institute ® Annual Symposiums and World Congresses and many other project management events. Mr. Saladis is a graduate of the PMI Leadership Institute Masters Class and has held several positions within The Project Management Institute including President of the NYC Chapter, President of the PMI Assembly of Chapter Presidents and Chair of the Education and Training Specific Interest Group. Mr. Saladis served as editor of the internationally distributed project management newsletter for allPM.com, and is the author of the book “Positive Leadership In Project Management,” co- author of the book Value Driven Project Management with Dr. Harold Kerzner, and numerous articles about project leadership. Mr. Saladis is the originator of International Project Management Day and was recognized as PMI Person of the Year for 2006. Mr. Saladis was awarded the distinguished title of PMI Fellow in October 2013.

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