International Project Management Day - IIL | Courses | Online Conferences

Dominic Price
Work Futurist
Atlassian

Evolving Project Management to Build Thriving Organisations

Everything around us is changing. The workplace, the tools we use, expectations of our stakeholders, and the demands of our customers. These changes are bringing about a revolution in how work happens, and as program professionals, we need to evolve our ways of working to build thriving organisations. At the centre of this world is seamless and timely communication, purposeful collaboration that breeds innovation, and agility that enables our organisations to adapt and be nimble. And at the centre of that, is you.

In this session, you’ll learn about:

· Understanding the demands of the current work environment and how you can position yourself to excel
· Leadership hacks to make you the best role model and drive your own improvement
· Communication techniques and examples for building lasting engagement and relationships across teams and organizations
· A secret trick that might mean you never need another status meeting, ever again….

BIO:

Born to Joy in the harsh Manchester Winter of 77, Dominic has a career that has reached far and wide through Europe, US and Asia PAC.

Dom is proud to work at Atlassian, the home of the most intelligent t-shirt wearers in business. As resident Work Futurist, Dom is the in-house “Team Doctor” helping Atlassian scale by being ruthlessly efficient and effective. Dom helped pioneer Atlassian’s Team Playbook and has a deep passion for understanding the future of work and the changes we need to make today.

He has previously been the GM Program Management for a global gaming company and a Director of Deloitte.

A keen traveler, Dom has traversed over 50 countries so far, but after 17 years on these shores, he calls Australia home.

Time Out

‘Time Out’ delves into the project management of the shutdown of all sports worldwide and the steps that were taken to resume play mid-pandemic. We interview former Dallas Cowboy Bill Overton, and writer for Gotham Sports Network Brett Herskowitz, about how COVID-19 posed a multitude of challenges and how the sports world was threatened. Leaders are forged by the circumstances they face, and in these uncertain circumstances, some have certainly served us better than others. But in times like these, we look for the leaders to help guide us.

The Show Must Go On

As Broadway and theaters across the globe have closed their doors due to COVID-19, a theater in Brooklyn, New York is thinking of innovative ways to manage. The Brooklyn Comedy Collective talks about utilizing streaming platforms during this time, how they manage their group of performers performing from home, where the future of theater is headed, and how these challenging times have all brought us together.

Back to Space and On to Mars

Back to Space and On to Mars is a short story about how privatization has led to cost-saving innovations and re-shaped the spaceflight industry. It focuses on how one company in particular, Elon Musk’s SpaceX, has utilized effective project management to bring humankind closer to the stars.

Welcome to International Project Management Day 2020

International Project Management Day 2020 Online Conference

International Project Management Day: Better Together

International Project Management Day: Better Together

AI in Project Management

Project Management and Responsibilities

Gamification in Project Environments

How to Manage Remote Teams?

Project Management for Parents

IPM Day 2020 Online Conference

About the IPM Day Online Conference

International Project Management (IPM) Day is observed each year on the first Thursday in November. IPM Day was created to recognize the hard work, dedication, and often unappreciated efforts of the over 17 million project managers who ensure successful delivery of projects and services worldwide. Now in its 17^th year, the online conference attracts over 35 thousand participants who come together to learn, share ideas and challenges, and promote project management best practices.

Maureen Jesuthasan
Senior Manager
West Monroe

An Uncommon Blend: BRM, Lean & Project Management

There are many process frameworks and methodologies that can help generate value. The challenge is not about selecting the “right one” but with establishing logical points of integration between complementary bodies of knowledge that can lead to the value creation. When thoughtfully combined, Business Relationship Management (BRM), Lean and Project Management frameworks can be used to manage complex situations. From guiding corporate transformation initiatives to the identification/ resolution of challenging problems which effect day-to-day business operations, this uncommon blend can produce impressive results.

In this session, a brief overview of BRM and Lean best-practices will be provided. Once a base appreciation is established, the focus will shift over to review two use cases where a blended approach was applied to achieve the following desired outcomes:

· Create clarity around the greater vision and mission of transformation generating programs
· Increase relationship maturity between Business Partner & IT Provider that prevented the production of “waste”
· Identification of unrecorded work activity that was acknowledged by the means of updated job descriptions or was retired due to unnecessary, non-value-added status
· Application of BRM techniques that resulted in the creation of performance measurements that matter and continuity between business processes and their enabling IT capabilities

BIO:

Maureen Jesuthasan (MBRM) is an experienced strategist and decision maker with a proven record of optimizing IT services while significantly reducing cost and increasing operational efficiency. She possesses an exceptional record of program and project management that have delivered measurable returns. A demonstrated leader who possesses solid experience in productivity, operational efficiency and continual service improvement efforts.

Due to her demonstrated passion for relationship management, she has been recently recognized by the Business Relationship Management Institute as being one of 2019 Top BRMs.

J. LeRoy Ward
President
Ward Associates

4 No-Nonsense Tips for Wrangling Stakeholders

Stakeholders: you can’t live with them, and you can’t live without them! It makes no difference if you’re managing a traditional project, an agile one, or a hybrid of the two – you’ve got to deal with stakeholders. Ignore them at your peril. But letting them boss you around isn’t a good idea either.

Based on his many years of experience, LeRoy has identified four tips for stakeholder engagement success. In his presentation, he delves into each one giving you insights and advice you can apply immediately. They include:

We will learn:

1. Don’t waste your time satisfying stakeholders; stakeholder satisfaction is a myth
2. Use the “Orwellian” approach to identify those stakeholders who can make or break your career
3. Learn the power of anticipation and you’ll be the most sought-after PM in your organization
4. How to “surreptitiously” uncover what stakeholders think of you and your performance

Getting stakeholders on your side isn’t the end game; keeping them on your side is how you win!

BIO:

LeRoy Ward, President of Ward Associates, is a highly respected consultant and advisor to Global Fortune 500 Corporations and government agencies in the areas of project, program and portfolio management. With more than 40 years of government and private sector experience, LeRoy specializes in, among other areas, working with senior executives to understand their role in project and program sponsorship, governance, portfolio management and the strategic execution of projects and programs.

Marcus Glowasz
Project & Product Lead
Fortean
Program Manager
UBS

AI in Project Management: The Next Generation of Project Decision Making

Project managers need to make critical project decisions on a daily basis. They are confronted with increasing complexities, high ambiguity and the need to process an exponentially growing amount of data and information in order to make informed and good decisions. This leads to an increasing risk of project failure – meanwhile, the project management industry is already challenged with ongoing low project success rates, caused by often massive failures of projects.

Project Data Analytics and Artificial Intelligence (AI) are expected to fill the gap by providing analytical and unbiased capabilities that go beyond human possibilities, towards a data-driven and fact-based decision-making approach.

While there is little doubt that AI as a trending technology will disrupt the project management practice and augment today’s project management capabilities, AI cannot be seen as just another new tool to make project management more effective. Rather, AI will act as a complement to human intelligence, requiring a collaborative approach and, accordingly, a significant change in project culture and peoples’ mindset.

Today’s project decisions are usually driven by human intuition, experience, leadership and often do not follow any rational logic. Project decision makers will be required to abandon such approach and shift to a data-driven, decision-making approach.

This session will provide an overview of the expected changes from AI-driven project management, the resulting impact on project decision making and changes in project culture, and what actions can be taken by project professionals to match their beliefs and behaviours with the new project culture.

Learning goals:

· Gain insights how AI for project management will significantly change decision-making in projects
· Gain an understanding of how to transition to a new AI-powered project culture

BIO:

Marcus Glowasz is a Co-Founder and Product Lead at Fortean, a Swiss technology startup that leverages data analytics and artificial intelligence technology to innovate and redefine the project management practice, addressing the growing challenges of project professionals to effectively and successfully deliver projects.

Marcus has extensive experience as a Project and Program Manager, with expertise in large scale and complex transformation programs in the Financial Services sector, in large organizations such as UBS, Credit Suisse, and Zurich Insurance. With over two decades of experience in technology-driven projects, Marcus developed an obsession and passion for the innovation and advancement of the project management practice through research and entrepreneurship in future-defining technologies such as artificial intelligence, machine learning, and big data, as well as the transformation of project cultures and operating models towards more efficient and effective project functions and deliveries.

Marcus holds an Executive MBA from Henley Business School (UK) as well as professional certifications in program and project management: Program Management Professional (PgMP)®, Project Management Professional (PMP)®, PMI Agile Certified Practitioner (PMI-ACP)®, PRINCE2®, MSP® and SCPM.

Kamil Mroz
Award Winning Project Leader
Future50 Honoree
Director, Program Management Lead
UCB Pharma

#NextGenPM: The Personal Guide for Young Professionals to Succeed in the Project Economy

Through the decade ending in 2020, 15.7 million new project management roles have been created (PMI, Pulse of the Profession). The profession has grown dramatically and continues to change dramatically. In today’s rapidly changing and now more competitive environment (not only with fellow PMs, but also with the “future of work”), Project Managers must adapt to the changing realities or fall behind. Agile, Automation, digital transformation, big data – all have a great potential to change the world, but equally put pressure on the workforce of Project Managers. The profession is adapting, and at an individual level, project management professionals must also adapt, and carve their path of professional development. As universities try to prepare graduates for jobs that don’t yet exist, it’s imperative that graduates and young professionals seek out multi-generational insights to drive their personal development in these uncertain times.

According to PMI’s recent Pulse of the Profession^® report, only 40 percent of organizations say they prioritize attracting and hiring the young generation of project professionals. What the Future50 list highlights is that this next generation will be crucial to driving value for businesses and society now and in the future.

“As a new generation of leaders rise around the world, we are seeing them have additional guiding principles and motivations when compared to earlier generations. Organizations are already rethinking how they can attract, retain and help foster this generation of talent,” said Sunil Prashara, President and CEO of Project Management Institute. “This next generation of project leaders are deeply committed to driving change across the world – from having a deep sense of social responsibility and improving the environment to driving diversity and inclusion.” Kamil MROZ is one of those individuals featured on this list of some of the biggest change makers of their generation.

Through a coaching approach, this presentation will serve to guide project managers with necessary skills, guidance and insights to be ready for the challenges of the 21st century.

BIO:

Kamil Mroz is deeply involved and passionate about contributing to the PM community by regularly speaking at PM conferences, actively contributing to publications and enthusiastically sharing his experience with the next generation of project managers. Since 2016, he is also organizing a monthly networking event for PMs in Belgium called “Pint of PM”.

In 2013 he received the prestigious International Project Management Association (IPMA) Young PM of the Year Award for outstanding leadership and project management excellence, and since then he has been part of the yearly Global IPMA Jury to select future winners and in 2019 received a global award from PMI recognizing his significant impact in advancing project management. In 2020, Kamil was a part of PMI Future 50.

Keith Wilson
Senior Consultant/Trainer
IIL

Agile and Scrum on One Page and How to Implement it

Is your organization implementing or thinking about implementing Agile/Scrum? Join us for a simple and quick overview, which will:

Walk you through a one-page graphic to clearly explain the 5 Events/Ceremonies, 3 Roles and 3 Artifacts; and conclude with a five-step process for successfully setting up new Agile/Scrum teams.

BIO:

Keith Wilson’s Agile certifications include Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO), Kanban Management Professional (KMP), SAFe® Program Consultant (SPC 5.0), Disciplined Agile Lean Scrum Master (DALSM), and Certified Disciplined Agile Instructor (CDAI). His background includes over 30 years of successful coaching, training, management, and consulting experience. He is a welcomed facilitator at numerous Fortune 500 corporations, universities, and associations worldwide and is well known for his public speaking skills and enthusiasm.

Louria Lindauer
Founder & Agile & Leadership Coach
SuccessAgility LLC

Our Unconscious Bias and Microaggressions: Creating culture self-awareness in you and your world

Everyone is unique, and we all see and interact differently with the world around us. Our upbringings, our relationships, our communities, and the culture that we are a part of are just some of the elements that influence our worldview and our own cultural bubble.

Most people have some understanding of unconscious bias, but the term “microaggression” may be less known to some. When heading into this presentation, it is relevant to keep in mind that due to our cultural bubbles, we all hold unconscious biases within us and that many of us have displayed microaggressions towards others. What is also true is that, most likely, everyone has been on the receiving end of such behavior whether you realize it or not.

This session will set you up to become more aware of your own (and others’) unconscious biases and microaggressions through words, thoughts, and impact – and how You can take action. Examining the communities where we live and the organizations where we work, we will discover how to recognize and handle the intentional and unintentional biases that prevail all around us to help contribute and create a safer personal and work environment.

We will learn:

· What is unconscious bias?
· What is a microaggression and is it really micro?
· Where do unconscious bias and microaggressions come from?
· Cultural self-awareness starts with you and your world
· Microaggression Giver: Being responsible for your impact
· Microaggression Receiver: When to talk about it or walk away?

BIO:

Louria Lindauer (ICE-AC, SPC4, CSP-SM, CSP-PO, ICP-ENT, ICP-BAH, Agility Health Facilitator, Co-Active Trained Leadership & Coach)

For the past 25 years, Louria has empowered and created “People First Environments”, where talents are celebrated and voices matter. As an international Executive Agile & Leadership Coach she utilizes her mastery of coaching, facilitation, teaching and mentoring to breathe life into ‘just surviving’ organizations to thriving.

Louria Lindauer creates pathways for people to see beyond their failures to discover and live their purpose with courage and immense passion! Additionally, she has lived every role in agile organization from software engineer, marketing to organizational change and strategy coach. Therefore, allowing her the understanding and empathy to reach, hear, guide and inspire others to their victory and live beyond their failures.

Success Agility, her company, creates the know-how to change chaos into sustainable customized solutions for non-profits, small to fortune 500 companies. Louria’s unique diverse experience allows her insights into the mindset and skillset of the vertical slice (team, program and executive level) of an organization to co-create sustainable culture change, shared vision, streamlined processes, and increased employee engagement in an ever-changing environment.

Louria fell in love with coaching when she took her first agile coaching course which lead her to co-active coaching and becoming a Co-Active Leadership Faculty. Coupled with her passion and ability to lead with courage, love, big laughter, play, faith, connection, creativity, and making the impossible possible. Overall, Louria is fiercely committed to unleashing greatness, success and happiness in business and people’s lives.

Superpowers:

· Funny, Courageous and Speak the Truth – the Elephant in the Room! Not afraid to tell the Emperor he has no clothes
· Loves and Excels at Brainstorming Innovative Ideas & Strategic Creative Solutions
· Spark Brilliant and Productive Conversations with Powerful Questions & Perspectives
· High Intuition and Emotional Intelligence to see beyond the words and to the true “why” of the person or group
· Remote Working, Master Facilitator, Agile Coaching & Mentoring
· Plus, Authentic, Competitive, Empathetic, go-getter with high Emotional Intelligence
· She sees beyond the impossible to THE POSSIBLE!

Otema Yirenkyi
VP, Global Engagement, MD Sub-Saharan Africa
Project Management Institute (PMI)

Sunil Prashara
President and CEO
Project Management Institute (PMI)

Diversity, Equity & Inclusion in The Project Economy

2020 has seen corporations and leaders around the world reflecting on what role they can play in building a more inclusive and equitable society. In that spirit, PMI leadership will take part in a keynote dialogue focused on addressing racial inequity.

PMI President & CEO Sunil Prashara will lead a discussion with Otema Yirenkyi, PMI Vice President of Global Engagement, who leads the association’s Diversity & Inclusion initiatives.

Join us for a thought-provoking and wide-ranging conversation on how PMI is addressing the challenge of systemic racism – and how viewers can start conversations to lead change at their own organizations.

About Otema Yirenkyi:

Otema Yirenkyi is PMI’s Vice President of Global Engagement, PMI’s Head of Diversity & Inclusion, and is responsible for PMI’s Africa region, helping to solidify PMI’s global impact through regionalization. She is based in PMI’s London office.

Otema’s background encompasses sales, business development, and marketing — with more than 20 years of experience leading global teams, transforming organizations and delivering business results within the technology and telecoms sector.

Most recently, she was the Founder and CEO of Nexinnova where she led the acceleration of scale ups for tech and technology-enabled companies and ecosystem-based companies in Africa. Prior to this, Otema served in senior leadership roles for Vodafone and Microsoft.

Otema has a Bachelor of Science in Industrial and Labor Relations from Cornell University in the United States; a Master of Art in Development Studies (concentration on economic development) from the School of Oriental and African Studies (SOAS) at University of London; and a Post Graduate Certificate in International Banking and Finance from New York University in the United States.

About Sunil Prashara:

As President & Chief Executive Officer of the Project Management Institute (PMI), Sunil Prashara is the lead advocate for PMI’s global organization, serving more than three million professionals working in nearly every country of the world. His primary responsibility is to implement PMI’s global strategic plan with a priority on strategic focus, customer centricity and organizational agility. This includes expanding the PMI footprint globally, as well as digitizing PMI’s offerings and platforms to benefit its members and a variety of other stakeholders. The plan will also continue to enhance and advocate for the profession of project management.

Sunil was named CEO of PMI in March of 2019. He brings more than three decades of valuable global leadership to PMI, with a solid track record of setting and delivering strategy, managing large scale transformation agendas, and meeting growth targets for international organizations.

Prior to joining PMI, he served as CEO of i1too Ltd in the U.K., a sales accelerator for digital start-ups, which he founded in 2016 and grew internationally. He previously served as CEO of Expereo International, and also held numerous executive leadership positions throughout the information and communications technology and telecommunications industries. His extensive multi-functional, multi-cultural, multi-geography experience includes managing sales, operations and digital transformation for companies such as Vodafone, Nokia, Accenture and Perot Systems (NTT). As a business executive, he has developed an appreciation for project management expertise, and understands from an “outside-in” perspective how PMI can expand its reach globally.

Sunil speaks Punjabi and Hindi. He is a graduate of the University of London and resides in the U.K. with his wife Kavita and two sons Kamran and Raghav. He enjoys golf, boxing, martial arts and traveling.

Otema Yirenkyi
VP, Global Engagement, MD Sub-Saharan Africa
Project Management Institute (PMI)

Sunil Prashara
President and CEO
Project Management Institute (PMI)

Diversity, Equity & Inclusion in The Project Economy

2020 has seen corporations and leaders around the world reflecting on what role they can play in building a more inclusive and equitable society. In that spirit, PMI leadership will take part in a keynote dialogue focused on addressing racial inequity.

PMI President & CEO Sunil Prashara will lead a discussion with Otema Yirenkyi, PMI Vice President of Global Engagement, who leads the association’s Diversity & Inclusion initiatives.

Join us for a thought-provoking and wide-ranging conversation on how PMI is addressing the challenge of systemic racism – and how viewers can start conversations to lead change at their own organizations.

About Otema Yirenkyi:

Otema Yirenkyi is PMI’s Vice President of Global Engagement, PMI’s Head of Diversity & Inclusion, and is responsible for PMI’s Africa region, helping to solidify PMI’s global impact through regionalization. She is based in PMI’s London office.

Otema’s background encompasses sales, business development, and marketing — with more than 20 years of experience leading global teams, transforming organizations and delivering business results within the technology and telecoms sector.

Most recently, she was the Founder and CEO of Nexinnova where she led the acceleration of scale ups for tech and technology-enabled companies and ecosystem-based companies in Africa. Prior to this, Otema served in senior leadership roles for Vodafone and Microsoft.

Otema has a Bachelor of Science in Industrial and Labor Relations from Cornell University in the United States; a Master of Art in Development Studies (concentration on economic development) from the School of Oriental and African Studies (SOAS) at University of London; and a Post Graduate Certificate in International Banking and Finance from New York University in the United States.

About Sunil Prashara:

As President & Chief Executive Officer of the Project Management Institute (PMI), Sunil Prashara is the lead advocate for PMI’s global organization, serving more than three million professionals working in nearly every country of the world. His primary responsibility is to implement PMI’s global strategic plan with a priority on strategic focus, customer centricity and organizational agility. This includes expanding the PMI footprint globally, as well as digitizing PMI’s offerings and platforms to benefit its members and a variety of other stakeholders. The plan will also continue to enhance and advocate for the profession of project management.

Sunil was named CEO of PMI in March of 2019. He brings more than three decades of valuable global leadership to PMI, with a solid track record of setting and delivering strategy, managing large scale transformation agendas, and meeting growth targets for international organizations.

Prior to joining PMI, he served as CEO of i1too Ltd in the U.K., a sales accelerator for digital start-ups, which he founded in 2016 and grew internationally. He previously served as CEO of Expereo International, and also held numerous executive leadership positions throughout the information and communications technology and telecommunications industries. His extensive multi-functional, multi-cultural, multi-geography experience includes managing sales, operations and digital transformation for companies such as Vodafone, Nokia, Accenture and Perot Systems (NTT). As a business executive, he has developed an appreciation for project management expertise, and understands from an “outside-in” perspective how PMI can expand its reach globally.

Sunil speaks Punjabi and Hindi. He is a graduate of the University of London and resides in the U.K. with his wife Kavita and two sons Kamran and Raghav. He enjoys golf, boxing, martial arts and traveling.

Mark Lines
Vice President, Disciplined Agile, Inc.
Project Management Institute (PMI)

What is Disciplined Agile? Where did it come from? Where is it going? How can it help me?

In your organization, you are very likely using a variety of approaches to deliver solutions to your stakeholders. You might be using traditional waterfall, agile, or hybrid approaches. If you are applying agile methods or frameworks, you might be using Scrum, SAFe®, Lean Kanban, or “roll your own” techniques. Regardless of what methods you are using, the Disciplined Agile (DA) tool kit can help you to be more effective. It is an agnostic, comprehensive library of strategies and practices, with practical advice for which ones work for in different contexts.

Many organizations struggle to evolve an agile way of working (WoW) that makes sense for their unique situations. The good news is that you don’t need to figure it out on your own. The DA tool kit leverages the experiences of thousands of teams who have already struggled through the very issues that our teams currently face. By referencing these strategies, you can accelerate your journey to project delivery success using a technique we call Guided Continuous Improvement (GCI).

This presentation explains the value of the Disciplined Agile tool kit and how to use it in practice with GCI across your entire organization, putting you on a path to true business agility.

BIO:

Mark Lines is Vice President, Disciplined Agile, Inc. at the Project Management Institute (PMI). He is co-creator of the Disciplined Agile toolkit with Scott W. Ambler and co-author of several books on Disciplined Agile (DA). Mark has over 25 years of experience helping organizations around the world to be successful with project delivery using Agile, Lean, Traditional, and Hybrid approaches. He has a record of successfully transforming entire organizations to business agility so that they can rapidly and continuously deliver value to customers. Mark is a frequent keynote speaker at industry conferences worldwide. You can follow him on Twitter @mark_lines.

Dr. Willis H. Thomas
Trainer and Speaker
IIL

Reducing and Preventing Human Error in Projects

‘To Err is Human.’ This partial quote by Alexandre Pope reminds us that not all errors can be avoided. However, in some cases, the ripple effect caused by a human error can have huge consequences, resulting in billions or even trillions of dollars in lost revenue. This is also true for projects. One small mistake, especially when it remains undetected, can lead to substandard project results. Therefore, reducing and preventing human error is critically important to project success. But how can this be done?

Key Takeaways:

· Why is it critical to reduce and prevent human error?
· What factors contribute to reducing and preventing human error?
· Where can you find Resources on reducing and preventing human error?
· How can we work better together to prevent and reduce human error?
· Which techniques are useful for reducing and preventing human error?

BIO:

Dr. Willis H. Thomas is a Project Management Professional (PMP) and Certified Performance Technologist (CPT) who has been involved in Human Resources and Training in the pharmaceutical and life sciences industry since 2003. His experience includes working in the area of Drug Products (DP) and Active Pharmaceutical Ingredients (API) manufacturing in Kalamazoo, MI; Quality Assurance in Vaccines R&D in Pearl River, NY; Pharmacy Benefits Management in Irving, TX; Clinical Research in Arlington, VA; and generics and branded pharmaceuticals in Lake Forest, IL.

Willis actively publishes articles in journals, blogs and newspapers and speaks at pharmaceutical and life sciences conferences on an international basis on topics such as training and development, human error reduction and prevention, business of quality, data integrity, good documentation practices, evaluation (i.e., return on investment and return on quality), project management, risk management, change management, inspection readiness, and cybersecurity.

Since 2003, he has focused on enhancing the domain of Project Evaluation and has recognized global award-winning publications from PMI (Cleland Award) and APEX for Publication Excellence. He has been a trainer for IIL since 2009 and is a college professor in the Greater Chicago area.

Michael O’Connor
Director
Medtronic

Innovation Project Management: A Practitioner’s Approach

In today’s fast-changing world, we need leadership and project management more than ever to increase innovation. Leadership is an important part of innovation project management. Innovation project management is an area that is new in thought and will need to increase awareness in this area as leaders to move the next generation of project leaders and into future success. Project management creates many innovative products and services. The complexity of innovation project management will make it important to continue to educate and train current and future project managers.

Key Takeaways:

· New thought process needed to innovate
· A practitioner’s experience working in innovation project management
· Leadership to create innovation in project management

BIO:

Dr. Michael O’Connor is the Director Strategy and Project Management with Medtronic Corporate Science and Technology in Minneapolis, Minnesota (17+ years at Medtronic). He has over 34+ years of professional work experience and 29+ years of professional experience (mainly in project, program and portfolio management) in the Medical Device Industry. He holds Graduate degrees in Project Management, Technology Management and Business Administration. O’Connor earned his Ph.D. in Civil Engineering, majoring in Project Management, from the University of Maryland, College Park, A. James Clark School of Engineering. He is a certified (PDMA) NPDP, (PMI) PMP®, PgMP®, (IPMA) IPMA-B certified, (IPM) CPD, (AAPM) MPM, CIPM and CPRM.

Gordon Topping
Head of R&D Program and Project Management
UCB Pharma

A Turbulent Project Management Journey towards Patient Value

Not so long ago, it was possible to develop a new medicine without speaking to a patient; biopharmaceutical companies could work with scientists in laboratories, doctors in the hospitals during clinical studies and regulators in Health Authorities around the world. Following tremendous social and technological progress, patients’ voices are now rightly being listened to and it is imperative for companies developing new medicines to integrate these insights into their thinking and continually engage with all stakeholders in different ways.

This presentation explores the journey of building a Project Management capability that is centred on accelerating the creation of patient value in this new environment. Drawing parallels between the Project Economy concept and patient value, it highlights the importance of the mindset change from simply asking, “Does this medicine work?” to truly understanding, “How will this create value for people living with severe diseases?”.

The journey of building a Project Management capability is challenging in most industries. This presentation walks through the issues encountered, ranging from general topics such as stakeholder education, organizational changes or scope creep, to specific factors when developing medicines in a biopharmaceutical company as well as the need to rapidly adapt to unforeseen events such as the novel coronavirus pandemic.

This journey will be framed against three key themes:

· Accelerating Patient Value Creation. Medical science has evolved at a rapid pace over the past few decades, but the time it takes from an idea for a medicine to become a patient reality has not progressed at the same speed and Project Managers should constantly look to accelerate.
· Sustainability through Environmental Changes. A PM capability needs to be sustainable and the real test of this is how Project Management and Project Managers have driven and adapted to change as the environment has shifted
· The Dunning-Kruger Effect. The cognitive bias known as the Dunning-Kruger effect will be explored through the presenter’s own story demonstrating the importance of balancing confidence and competence as a Project Manager

BIO:

Gordon is Head of R&D Program and Project Management at UCB Biopharma SRL, based in Brussels. He leads a team of R&D focused PMs, primarily focused on researching, developing and launching new medicines in immunology and neurology therapeutic areas. He also manages the PM Community across the organization, including implementation of consistent methods and standards.

Gordon has 20 years of experience in the biopharmaceutical industry mainly in Regulatory Affairs where he has held positions of increasing seniority at GSK, Takeda and most recently as Head of Global Regulatory Operations and Strategic Partnerships at UCB, prior to taking on his current role in late 2017. He holds a BA in Business and English from Keele University, an MA from Royal Holloway, University of London, an LLB from the Open University and is a certified Project Management Professional.

Dana M. Harris
IT Portfolio Demand Leader
DuPont

Emotional Intelligence as a Tool for Project Managers to Assess Collaboration

Have you taken your team’s temperature lately? Is the Fahrenheit rising or Celsius fluctuating? Are you conducting thorough and consistent temperature checks for your team’s emotional ‘degrees’? As a Program/Project Manager, understanding your team’s emotional temperature is critical for effective collaboration. If left unchecked, unmanaged temperatures can corrode collaboration and directly impact performance.

In this session, we will discuss: the synergies between Emotional Intelligence and Collaboration; the impact when these are not in sync; and tips on how to assess yourself and your team so that they can successfully deliver and satisfy all stakeholders.

Key Takeaways:

· Understand how emotional intelligence and collaboration are synonymous and critical to project success
· Understand your role as a project manager
· Obtain examples and tips to identify, assess, and improve your personal performance as a project manager
· How to effectively increase your team’s collaboration
· Explore examples and tips on how to assess, spot, and address behaviors on your team that can be adversely impact collaboration and performance

BIO:

Dana Harris is a Sr. IT Leader with over 25 years’ experience in all aspects of Project Management. She leverages that experience to deliver strategic, multi-year, multi-million-dollar programs by working with cross-functional global teams of over 100+ IT professionals to achieve maximum business value. She is a subject matter expert in Agile delivery transformation, having played key roles in steering 2 global conversions from waterfall to Agile in the financial services industry.

Currently, Dana works at Dupont, a leading global innovative science company, where she is the IT Portfolio Demand Leader for a newly formed organization responsible for transforming the way people globally work in IT. This includes the development and implementation of Systems Development Operating Model globally and the PM Center of Excellence.

She is a native of Delaware and has a Bachelor of Science degree in Computer Science from the University of Delaware and a Master of Business Administration from the Lebow School of Business at Drexel University. She is also a SAFe Program Consultant, Certified Scrum Master, and Certified Scrum Product Owner. She is married for 25 years to her college sweetheart LaVincent and has 2 children, Russell, a recent graduate of University of Delaware and Paige, a senior at Howard University.

DR. NEERAJ KASHYAP
CEO
Bugout.dev

MANAGING SUCCESSFUL MACHINE LEARNING PROJECTS

Machine learning projects are a different beast.

You have to secure access to the required data, often from multiple siloed sources.
You have to switch back and forth between research mode and execution mode.
You have to delicately guide data exploration towards a well-defined machine learning objective.
You have to align this machine learning objective with your business objectives.
You have to ensure that any sensitive data is adequately protected.

How do you tame this beast and lead your project to a successful completion?

In this presentation, Dr. Neeraj Kashyap will share some practical tips for succeeding at machine learning, gained from his years at Google and in healthcare. We will discuss the life cycles of healthy machine learning projects and unhealthy ones, so that you can identify impending disasters and avert them before they get out of hand. Throughout the session, we will emphasize data privacy, because no amount of intelligence is worth compromising your users for.

BIO:

Dr. Neeraj Kashyap is the CEO of Simiotics, where the team is building a search engine for programmers. He comes from Google, where he worked on TensorFlow and Cloud AI. Neeraj has built AI teams at multiple healthcare startups, where he pioneered the practice of privacy-aware machine learning. He holds a PhD in mathematics.

Antonio Nieto-Rodriguez
Author, Speaker, 2016 PMI Chair, and Co-founder
Strategy Implementation Institute

Reinventing Project Management Now

Projects are taking up a more and more prominent role within organizations and the economy as a whole. Simultaneously, the skill set demanded of project management professionals is changing, too. Recently, Gartner claimed that 80% of today’s project management tasks will be eliminated by 2030 as Artificial Intelligence takes over. This statistic alone is an indicator that the project management profession will undergo profound changes in the next decade, if not earlier, and we should see this as a call for action to redefine the future of our profession.

This session, founded upon some of the latest research conducted in collaboration with HBR, will explore the challenges that the project management profession is facing both from a methodological point of view, as well as the disruptions that are already impacting us, such as AI, robots, and blockchain.

If we act now, project management will become one of the most sought-after competencies by organizations in the new world.

Key Takeaways:

· Understand the disruption that the project management profession is about to face
· Learn new and simpler project management concepts that will help us become the profession of the future
· Understand the skills and competencies needed to be successful in the project economy

BIO:

Antonio Nieto-Rodriguez (antonionietorodriguez.com) is a leading expert in project management and strategy implementation, recognized by Thinkers50 with the prestigious award “Ideas into Practice.” He is the author of Lead Successful Projects (2019, Penguin). The Project Revolution (2019, LID) and The Focused Organization (2012, Gower). He has been teaching project management for more than a decade to senior executives at Duke CE, Skolkovo, Solvay Business School, and Vlerick. Antonio has held executive positions at PricewaterhouseCoopers, BNP Paribas, and GlaxoSmithKline. Former Chairman of the Project Management Institute, he is the co-founder of the Strategy Implementation Institute and the global movement Brightline. He is a member of Marshall Goldsmith 100 coaches.

Abrar Hashmi
Founder & Chief Evangelist
Agile Brains Consulting

The Role of an Agile PM within a Digital Transformation Program

Historically, we have associated project managers with traditional delivery efforts, so is the term “Agile Project Manager” an oxymoron? Do we need Agile PMs within our organization? If yes, what does an Agile Project Manager do within a digital transformation initiative?

Agile is no longer a development framework or methodology used solely by software teams; ever since the pandemic, more organizations are using Agile principles in their digital transformation efforts.

In this session, you will learn:

· How an Agile PM becomes critical to align team members to deliver on digital transformation goals
· Ways an Agile PM demonstrates servant leadership to build a self-organized and self-sufficient delivery team
· Mental model differences to embrace agility in the project manager role
· Success traits needed to serve as an effective Agile project manager

BIO:

Abrar Hashmi is the Chief Evangelist and Founder of Agile Brains Consulting Inc., a leading management consulting practice helping organizations in their digital transformation journeys. He is the creator of the “ABC” (Assess-Brainstorm-Change) framework for digital transformation which starts with an organization Assessment on current state, followed by “Brainstorming” on ways to go digital. The final stage is “Changing” the behaviors and mindset of knowledge workers to deliver products iteratively and incrementally.

Abrar has led value-based digital transformations in various Fortune 500 companies and helped customers achieve business agility. He has spoken at multiple Agile conferences as well and has trained thousands of students in over sixty cities. In essence, Abrar believes in helping organizations embrace a culture of fearlessness and innovation. He holds numerous Agile certifications (SPC, RTE, CLP, ICP-FDO, ICP-IDO, ICP-EPO, ICP-ATF, ICP-ACC, CSM, TBR) and believes in building the new generation of Agile leaders.

Eduardo Diaz
Managing Partner
Crosspoint Solutions

Assuring Value Through Flawless Process Execution

If you are doing business, most certainly your product or service has a value proposition.

Though, are you getting the most out of it given the way your processes are performing today? Are your business leaders and employees entitled to step back and challenge the status quo while identifying ways to better serve your customers and increase profits?

In this session, we will explore Lean Six Sigma as an initiative that seeks to assure value thru flawless process execution while establishing a “measurable results” business culture.

BIO:

Eduardo has been in the consulting field over the last 25 years – applying, implementing and training in business and operational excellence (Lean Sigma) solutions for corporations in many industries throughout the Americas (more than 60 companies in 12 countries).

Eduardo has trained and mentored on-site and virtually belts (+1,000) and project sponsors (+250); as well as led facility and process assessments, Lean Sigma projects, Kaizen and Design of Experiment events (+40) in English and Spanish.

Since the early stages of his professional career, Eduardo has led corporate, division and business unit strategic planning processes, growth and EBIT projects as well as business and financial analysis interacting with Board of Directors, CEOs, Steering Teams, Managers and other global consulting firms. He also has coordinated, designed, executed and analyzed market intelligence studies for private and public entities identifying, prioritizing and defining strategies to capitalize business opportunities; developed business plans and assisted in the startup of several companies.

DR. HAROLD KERZNER
Senior Executive Director
IIL

What Executives and Managers Need to Know About the Future of Project Management

Project management practices, just like other management practices, have undergone changes over the past five decades. Executives in both government agencies and private industry are now realizing that project management is not just a career path position for workers, but a strategic competency necessary for the future of their organization.

The goal is not merely to work on projects, but to create sustainable long-term business value and benefits, and to be able to make rapid decisions based upon evidence and facts rather than guesses. Value-based, intangible, and strategic metrics are now being used in addition to time and cost metrics.

This will require senior managers to have a better understanding of the changes that are taking place in the project management landscape and to implement some of the changes that best fit their vision for the future of their firm.

Executives in both the government and in private industry are the architects of the future of project management. In this session, they will be provided with a “window into the future” so that they can decide how best their organization can implement change. Project managers will see how their job will be changing over the next decade and can prepare for it in a timely manner.

BIO:

Dr. Harold Kerzner is Senior Executive Director for Project Management at the International Institute for Learning (IIL). He is a globally recognized expert on project management and strategic planning, and the author of many best-selling textbooks. His latest book is Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects (Wiley, 2019).

He has a MS and Ph.D. in Aeronautical and Astronautical Engineering from the University of Illinois and an MBA from Utah State University. He is a prior Air Force Officer and spent several years at Morton-Thiokol in project management. He taught engineering at the University of Illinois and business administration at Utah State University and for 37 years taught project management at Baldwin-Wallace University.

SIERRA HAMPTON-SIMMONS
Director & Portfolio Leader, Certification Products
Project Management Institute (PMI)

THE PMP® EXAM IS CHANGING: HERE’S WHAT YOU NEED TO KNOW

The PMP® Exam will be updated on January 2nd, 2021. Unlike year’s past, this update is substantial and includes ~50% of the content on agile and hybrid methodology. In this session, Sierra Hampton-Simmons will shed light on what candidates can expect when they take the new PMP.

Additionally, she will share insights from market research that explain the rationale for this change. Attendees of this training will understand the key elements of this update and be better equipped to prepare themselves and others to successfully take this new version of the PMP.

BIO:

Sierra Hampton-Simmons has over two decades of experience as an expert in Certification Management with a track record for transforming and developing lucrative brands to include relevant performance-based testing and training. She joined PMI in the fall of 2013 and currently serves as the Director & Portfolio Leader for Certification Products. At PMI, Sierra is responsible for the entire portfolio of Certification Products including the PMP credential—the gold standard in project management credentials.

Immediately prior to joining PMI, she was the Manager, Certification Operations at Cisco Systems, Inc. where she directed daily operations for a global development team in creating leading IT certification programs including the world-class CCNA and CCNP. Prior to Cisco, Sierra had a 12-year career with Citrix Education where she managed a team in design and development of the most advanced curricula and certifications for their global programs. Sierra also served as the President of the Performance Testing Council for three years after being an active member of their Board of Directors. Sierra is a graduate of Georgetown University with a Bachelor of Science in Japanese and International Business.

ALEXANDRE FARA
Innovation Project Management Office Director
Millipore Sigma

ALIGNING YOUR INNOVATION PORTFOLIO PRIORITIZATION WITH STRATEGY

When we are talking about Innovation, one of the first elements that pop up is the budget and resources we are dedicating to this.

Then, some questions are put on the table, for example: if you would have more/less budget, what would you do? Are we investing where we need to?

Our “Strategic Innovation Portfolio Management” experience will give you some hints in order to answer these questions. We will share how to prioritize your activities according to your strategy and ensure an efficient execution.

Participants of this session will learn:

· How to prioritize your activities according your strategy
· How to ensure your Innovation budget is efficiently used
· How to demonstrate the impact on adding/cutting budget for innovation

BIO:

Alexandre Fara is a mechanical and plastic engineer by training who started his career in a family company of 600 employees as a Quality Assurance head. His key objectives were dedicated to customer satisfaction and continuous improvement. In that role, he has also been part of the ISO 9001 certification committee in order to achieve the organization’s first certification.

After 10 years, Fara moved to Delphi Mechatronic Systems where he held the position of Project Manager for new product development embedding plastic, mechanic, electronic and software parts for four years.

In 2006, Fara completely changed into a new industry, joining Millipore SAS company in the Life Science Business. Here, he built a PMO group to deal with new product development and implemented Portfolio Management. Fara kept this role with a broader scope when Merck KgAa, Darmstadt Germany acquired Millipore (2010) and then Sigma Aldrich (2015).

Today, Alexandre Fara is the PMO Director for the Applied Solution part of Merck Life Science, where he is focusing on Innovation and new product development.

HASSAN OSMAN
PMO Director and Author
Cisco Systems

INFLUENCING VIRTUAL TEAMS: 5 BEST PRACTICES FOR SUCCESS

In a new reality, distributed teams have become the norm in many organizations, but this also comes with unique challenges that teams need to cope with. In this session, Hassan Osman, an expert in working remotely, will cover tips and tactics about how you can effectively manage your team members while they work from home.

In this session, you will learn:

· The number one reason why virtual teams fail
· How to communicate more effectively with your team
· Tactics that will help you assign and delegate work in a remote environment

BIO:

Hassan Osman is a Program Management Office (PMO) Director at Cisco Systems* where he leads global virtual teams on delivering large and complex programs.

He is the author of several Amazon Bestselling books, including Influencing Virtual Teams and Don’t Reply All.

Before joining Cisco, Hassan was a manager at EY, where he analyzed failing programs at Fortune 100 companies and recommended strategic plans to fix them.

He holds PMP, CSM, and ITIL certifications and blogs about managing remote teams on www.thecouchmanager.com

*Views are his own and not those of Cisco

SUSAN CROFT
Partner
ASC Training & Coaching

SIMPLE STRATEGIES TO REDUCE STRESS

Stress can affect your ability to think clearly and rationally and to perform well. This session aims to help you better deal with stress by sharing key insights and strategies to reduce stress and optimize your work-life balance, particularly as we all cope with the consequences of COVID-19.

The session will also address the biology of belonging and how we have been affected by this over the past year.

Key Takeaways:

· Learn coping techniques to deal with a different way of working and living
· Recognize the symptoms and causes of stress
· Discover simple stress busting techniques to manage & reduce the effects of stress in your life
· Create a simple personal plan to rise above stress for a healthier & more productive lifestyle

BIO:

Susan is a Partner with ASC Training & Coaching, an international public speaker, corporate trainer, public relations practitioner and qualified executive coach. In 2014, Susan joined the International Institute for Learning, where she is part of the global training team. She has worked with hundreds of individuals who are going through work and life transitions and has offered guidance and advice on stress management, achieving promotion, realizing life goals and career development.

Susan has also played a full and active role in public life and has focused specifically on women’s issues in the workplace. She is a member of the steering group for the European Commission’s Women in Industrial Research – a special project looking into ways to encourage more women into industrial research across the European Union. She is also former chairman of the London Fair Play Consortium, a joint venture between the UK Government’s department for Employment and the Equal Opportunity Commission, whose remit is to identify and help remove the barriers to women playing a full role in the UK economy. She also founded the women in business special interest group at the London Chamber of Commerce which has been a model for similar enterprises across the UK chamber of commerce network. Susan is a former chairman of the CAM Foundation, the UK’s leading awards body for qualifications in marketing, advertising and public relations.

She has written three books – “Win New Business” (2002), “Corporate Reputation: The New Currency” (2003) and ‘The High School MBA’ (2014) all published by Thorogood.

Susan has dual US/UK nationality.

JEAN-ROCH HOULLIER
Head of Learning and Digital
SAFRAN University
Vice-President Partnerships
PMI France Chapter

LEADING A LEARNING AND DIGITAL TRANSFORMATION PROJECT

With the rising complexity of the world characterized by its uncertainty, learning at the speed of business is more important than ever.

Learning & Development corporate universities are strongly challenged in the way they are designing and deploying learning solutions – they have to imagine a new value proposition to transform themselves as business partners.

Learn how Jean-Roch Houllier has managed L&D strategic projects for transforming, digitalizing and proposing a strong value-added & international learning offer.

The following topics will be presented & shared:

· General context: Learning stakes, trends & ambition for the corporate university
· Building the project “baseline”: Vision, strategy & project pillars
· Delivering the project: Key achievements and lessons learned; special focus on the digital learning onboarding project
· Driving change: Change management at the heart of the project & emergence of new competencies for L&D

BIO:

Jean-Roch Houllier is Head of Learning and Digital in a large industrial Group.

He holds a Master’s degree from HEC Paris Business School – SUPAERO and a doctorate in program management from SKEMA Business School.

He is currently leading an international learning & digital transformation program and all the associated learning activities inside SAFRAN University, the corporate University of SAFRAN Group.

With his team, he won two US Brandon Hall Awards in 2016 and 2019 and U-SPRING silver & “special mention” trophies in 2018 & 2019 for corporate university best learning strategy. In 2019, he was appointed best Digital Learning expert by FEFAUR and juror of “Trophées du Digital Learning”.

He benefits from more than 20 years of project management experience in multicultural environments. His expertise covers various types of projects including research and development, operations and maintenance as well as subcontracting.

He is a lecturer, teacher and professional thesis director for HEC, BURGUNDY, SKEMA Business Schools, EVRY, UVSQ and Nanterre Universities in project management and the Vice-President Partnerships of the Project Management Institute France Chapter, developing contacts and partnerships with various companies and schools around the project management, making bridges between academic and professional universes.

In February 2018, he was appointed a jury panel member for the Hamdan Bin Mohammed Award For Innovation In Project Management under the patronage of H.H. Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Dubai Executive Council.

Finally, for more than 20 years Jean-Roch Houllier has been a research associate (prehistorian) at the National Museum of Natural History of Paris (MNHN Paris).

TRACI DUEZ
Team Development / Leadership Coach
Break Free Consulting

ASK & YOU SHALL ACHIEVE: DISCOVER COLLABORATIVE PROBLEM SOLVING TO REALIZE GREATER VALUE IN THE AGILE FRAMEWORK

If you want to succeed in today’s economy, the true measure of your success is not in getting people to work; it’s not even in getting people to work hard. It’s about getting people to work hard TOGETHER, to achieve and create something good… something valuable.

To create value, you must know HOW value is measured and HOW to allow your team members to best contribute their talents. The wisdom already exists within your team. It’s your job to allow it to flow.

· Do you know what questions to ask yourself?
· Do you know what questions to ask your team?
· Are you asking questions that increase collaboration, co-creation, and co-elevation?

In this presentation, we will explore Agile, Axiology, and Asking better questions that lead to better solutions, better results, and greater value.

Learning Objectives:

· Understand the hierarchy of value and impact on leadership
· Discover the 3 dimensions of Questions
· Use the principles of axiology to lead and motivate
· Discover the Collaborative Problem Solving (CPS) Process

BIO:

Traci Duez has an international reputation for performance improvement and leadership development. She has worked with people from 95% of the Fortune 100 companies, as well as from government agencies and universities. Over the last twelve years, she has shared her inspiring and compelling message with over 37,000 people around the globe.

She teaches a novel development framework based in neuro-axiology (brain science + value science) that focuses on objectively measuring cognitive strengths and emotional intelligence. Her three-dimensional approach to growth is unique and powerful. In every presentation, she uses humor and stories to show her audience how to use their principal strengths to enhance their productivity and satisfy their purpose. Her mission is to help people get unstuck, master their minds, and finish each day’s work feeling fulfilled.

LUDWIG MELIK
CEO
Planbox

THE INNOVATIVE PORTFOLIO MANAGEMENT CAPABILITY

The nature of work has changed; a new structure must be adapted to help propel the Agile PMO across the enterprise. Factoring in innovation and strategic alignment as part of every project is the formula for achieving success. The PMO is uniquely positioned to operationalize and serve as a center of innovation excellence for the entire organization. Learn how to elevate PPM offices to digitally transform the enterprise through ecosystem enablement and emerging technology empowerment.

Takeaways:

How the PMO can lead innovation outcomes and accelerate business results
How innovation systems can improve project quality and business strategy alignment
How PMOs must become the center of excellence for innovation to help lead the agile and digital efforts across organizations

BIO:

Ludwig Melik is the CEO of Planbox, a leading provider of cloud-based AI-powered agile Innovation Management software. In 2019, Planbox acquired Imaginatik (LSE: IMTK) (the #1-ranked leader in corporate innovation management according to Forrester Research) to create an innovation management powerhouse and seize on the innovation boom.

Ludwig has more than 20 years of experience in the project portfolio management, innovation and collaboration market. Previously, he was the co-founder of Tenrox, a bootstrapped startup that became a leader in cloud-based project management software. Then, as the president at Upland Software (Nasdaq: UPLD), he led the company to complete six acquisitions and IPO on Nasdaq within 30 months. He is a member of the ISO Committee for Innovation Management and works with analysts such as Gartner, Forrester and IDC to shape new research on innovation.

He also co-authored the book Optimizing Project and Service-Oriented Organizations, published by Wiley. His mission is to help organizations thrive by positively transforming their culture of innovation.

DR. NIGEL L. WILLIAMS

Reader in Project Management
University of Portsmouth

Co-Creator
ResponsiblePM.com

RESPONSIBLE AND IRRESPONSIBLE PROJECT MANAGEMENT

Project managers have begun to embrace the concept that they have a responsibility beyond value creation for a narrow group of stakeholders. Since the early 2000s, the adoption of agile moved the focus of PM from company to customer value creation. Responsible PM seeks to extend our perspective to encourage Societal value creation (positive long-term environmental and social impacts) and reduce irresponsible PM, which is societal value destruction.

Responsible Project Managers take ownership of environmental sustainability, social responsibility, and enact them in their daily practice in an ethical manner. In this way, Responsible PM is differentiated from Corporate Social Responsibility, which is focused on organizational level representations and processes of enacting societal and community responsibility.

The agency of Project Managers (what is our role and scope of action?)
The nature of responsibility managed (when should we act?)
The extent of PM responsibility (to whom/where are we responsible?) and activities (what practices can we adopt that deliver our idea of responsibility?)
Examples of PM responsibility and irresponsibility

BIO:

Dr Nigel L. Williams, PMP is the Reader in Project Management and Research Lead in the Organizations and Systems Management Subject Group at the University of Portsmouth. His research has examined Project Capability development, Project stakeholder interactions using social network analysis, and Event Project Management. His publications are available HERE.

He currently co-leads the Responsible Project Management initiative at www.responsiblepm.com/ to encourage societal value creation (Sustainability and Social Responsibility) in an ethical manner by Project Managers. The RPM team works with academia (UK, Europe, and Asia), industry associations (APM & PMI), and NGOs (Association for sustainability practitioners). We have engaged in a collaborative program of education, research and public engagement in the form of the Responsible PM Forum (2018 and 2019), the development of a guide to Responsible Project Management and a Manifesto that has encouraged researchers and practitioners to incorporate sustainability and social value into their current practice.

ELIZABETH HARRIN

Director
Otobos Consultants Ltd

STAKEHOLDER ENGAGIFICATION: HOW TO GET PEOPLE TO TAKE ACTION ON PROJECTS

We’ve moved away from stakeholder management as a concept, and now the practitioner’s focus should be on stakeholder engagement. This presentation will look at the differences between management and engagement in a project-led environment and provide practical tips for “doing” engagement and encouraging participation through game mechanics.

Gamification gets people to take action through the techniques and mechanics of games. We’ll look at the 5 principles of using engagement + gamification that can be used to support stakeholders’ engagement with project work: Track your steps. Take small actions. Create feedback loops. Keep it simple. Make it special.

Understand why engagement matters over management, in all project and PMO activities
Understand what gamification means in the context of the PMO
Understand the 5 principles of engagement + gamification (“engagification”) and how these can be used on projects to drive participation from stakeholders

BIO:

Elizabeth Harrin, FAPM, is an author and mentor who helps project managers and their teams get more done with less stress. She does that through straight-talking, real-world advice, based on her 20 years in project management roles.

Elizabeth has written 5 books about project management: Shortcuts to Success: Project Management in the Real World (which was a finalist in the Management Book of the Year Awards 2014 and now in its second edition), Collaboration Tools for Project Managers, Communicating Change, Project Manager, and Customer-Centric Project Management. She is currently working on a new book on stakeholder engagement which will be out in 2020.

She also writes the award-winning blog, A Girl’s Guide to Project Management. You can find Elizabeth online at GirlsGuideToPM.com or on Twitter @girlsguidetopm.

Elizabeth holds degrees from the University of York and Roehampton University. She supports project managers through her mentoring programme, Project Management Rebels, and also contributes to a variety of other initiatives including sitting on the advisory board for the RISE Being Lean and Seen programme at Liverpool John Moores University.

Elizabeth has led a variety of IT, process improvement and business change projects including an ERP deployment and compliance initiatives. She spent eight years working in financial services (including two based in Paris, France) and 12 years in healthcare.

Elizabeth lives with her family in the UK.

HILARY KINNEY

Strategic Communications and Project Management Consultant
Vision Realized

PROJECT MANAGEMENT FOR PARENTS

During the global pandemic, work and family spheres have become more integrated as parents have struggled to manage remote work and online school for their children. Project Management for Parents offers business principles to navigate this new reality and help your home life go more smoothly even when the pandemic ends. See project and change management techniques in a new light, learning how they can streamline and optimize your daily life.

Key takeaways of this session:

The importance of scope definition and stakeholder engagement
The impact of constraints on family scheduling
Ways to realistically manage action items for your kids

BIO:

Hilary Kinney works with companies to achieve their vision through strategic communications and project management.

She has 17 years of experience successfully advancing business priorities and deploying major projects for large corporations. Her achievements range from facilitating a C-suite-sponsored customer recognition program across 7,000 properties globally, to directing special projects from the President’s office at The Ritz-Carlton Hotel Company. She also developed global communications to reinforce The Ritz-Carlton’s vision and key success factors and was a founding member of the Program Management Office. Hilary was proud to be part of the team when The Ritz-Carlton achieved the top-ranked position in the J.D. Power Luxury Hotel Guest Satisfaction Award for 7 out of 8 years.

Hilary earned a B.S. in Hotel Administration from Cornell University. She holds a Project Management Professional (PMP)® Certification from the Project Management Institute, as well as a Change Management Certification from the Prosci Change Management Leadership Center. Hilary lives in the Washington, D.C. area, where she enjoys outdoor activities with her family.

SUSAN CROFT

Partner
ASC Training & Coaching

SIMPLE STRATEGIES TO REDUCE STRESS

Stress can affect your ability to think clearly and rationally and to perform well. This session aims to help you better deal with stress by sharing key insights and strategies to reduce stress and optimize your work-life balance, particularly as we all cope with the consequences of COVID-19.

The session will also address the biology of belonging and how we have been affected by this over the past year.

Key Takeaways:

· Learn coping techniques to deal with a different way of working and living
· Recognize the symptoms and causes of stress
· Discover simple stress busting techniques to manage & reduce the effects of stress in your life
· Create a simple personal plan to rise above stress for a healthier & more productive lifestyle

BIO:

Susan is a Partner with ASC Training & Coaching, an international public speaker, corporate trainer, public relations practitioner and qualified executive coach. In 2014, Susan joined the International Institute for Learning, where she is part of the global training team. She has worked with hundreds of individuals who are going through work and life transitions and has offered guidance and advice on stress management, achieving promotion, realizing life goals and career development.

Susan has also played a full and active role in public life and has focused specifically on women’s issues in the workplace. She is a member of the steering group for the European Commission’s Women in Industrial Research – a special project looking into ways to encourage more women into industrial research across the European Union. She is also former chairman of the London Fair Play Consortium, a joint venture between the UK Government’s department for Employment and the Equal Opportunity Commission, whose remit is to identify and help remove the barriers to women playing a full role in the UK economy. She also founded the women in business special interest group at the London Chamber of Commerce which has been a model for similar enterprises across the UK chamber of commerce network. Susan is a former chairman of the CAM Foundation, the UK’s leading awards body for qualifications in marketing, advertising and public relations.

She has written three books – “Win New Business” (2002), “Corporate Reputation: The New Currency” (2003) and ‘The High School MBA’ (2014) all published by Thorogood.

Susan has dual US/UK nationality.

CASSANDRA WORTHY

Founder and CEO
We Are Change Enthusiasts LLC

EXPLORING THE UNDERBELLY OF EXCEPTIONAL LEADERSHIP: THE SOFTER SKILLS REQUIRED TO EFFECTIVELY LEAD THROUGH CHANGE

Rapid change is impacting nearly every industry vertical, re-shaping, re-forming, and ultimately disrupting ‘business as usual’. With this comes workforce strain, stress, and frustration. Today more than ever industry needs people who fully understand, embrace, and exemplify the softer skills of leadership. With energy that could light up an entire city grid, Cassandra Worthy captivates audiences with her stories and unique perspective on what it really means to effectively lead THROUGH change.

Attending leaders and top talent leave with:

New perspective on the soft skills required to effectively lead through change (C.H.A.N.G.E Traits®)
A heightened self-awareness of their current leadership effectiveness and the guidance to take the right next step to improve
Invigoration to more effectively lead through ANY change challenge they face

BIO:

Cassandra Worthy is Founder & CEO of We Are Change Enthusiasts LLC, one of the nation’s top leadership development firms specializing in navigating the emotional landscape of change, creating value through consulting, services & products, and training. Cassandra and her firm are on a mission to nurture the worlds’ resiliency and adaptiveness, enhance conscious innovation, and inspire conscious leadership through change.

Cassandra is a former Fortune 100 Innovation Leader, holding several leadership positions at both Procter & Gamble and The Duracell Co. She has spent nearly 15 years in the Consumer Packaged Goods industry leading organizations delivering innovation across some of the world’s most iconic brands. Through her corporate experiences, she has not only endured but THRIVED during major change challenges including acquisition and significant organizational restructure. This endurance was thanks to the creation and cultivation of her unique strategy of Change Enthusiasm®. This strategy, now at the core of her leadership development firm, is taking the public and private sectors by storm.

Cassandra holds a B.S. in Chemical Engineering from Georgia Tech as well as certification in the globally practiced and Mental Health Systems validated Emotional Intelligence assessment tools EQi-2.0 and EQ360.

JOANNA DURAND

Former Enterprise Head of Project Management and Enabling Services, SVP
TD Bank

WHY PASSIONATE LEADERSHIP MATTERS

In this session we will explore what passionate leadership is, why it matters, and how passionate leadership benefits the leader, the people who are led, and the organization as a whole. Referencing both industry content and original first hand research, we will come to an understanding of what passionate leadership looks like in practice and provide tips on how to become a passionate leader yourself.

BIO:

Joanna Durand was the former Global Head of the Enterprise Project Delivery Excellence Office at TD Bank; she joined TD in 2016. Joanna has over 25 years of diverse leadership experience in global financial services organizations. Prior to joining TD Bank, Joanna was Managing Director for Citi for nine years where she chaired the Citi Program Management Council and Software Engineering Process Governance. Joanna was also Managing Director for Private Bank Technology Group at JP Morgan Chase.

Joanna earned a Bachelor of Administration degree from Agnes Scott College in Atlanta, Georgia. She has graduated from several Executive Leadership programs, including the acclaimed program from UNC Chapel Hill.

INTERNATIONAL PROJECT MANAGEMENT DAY 2020Online Conference

INTERNATIONAL PROJECT MANAGEMENT DAY 2020

Online Conference

Better Together

Better Together

LEARN. GROW. MOVE FORWARD.

LEARN. GROW. MOVE FORWARD.

Preview one of the Top-Rated Sessions

Preview one of the Top-Rated Sessions

Welcome Message from IIL’s Amy Gershen

IPMD Speakers Say “Hello” in their own Languages

What to Look Forward to at #IPMDay2020

WHY ATTEND

WHY ATTEND

For Individuals

For Teams and Organizations

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KEYNOTE SPEAKERS

KEYNOTE SPEAKERS

DR. HAROLD KERZNER

What Executives and Managers Need to Know about the Future of Project Management

Otema Yirenkyi

Sunil Prashara

Diversity, Equity & Inclusion in The Project Economy

Maureen Jesuthasan

An Uncommon Blend: BRM, Lean & Project Management

Antonio Nieto-Rodriguez

Reinventing Project Management Now

DOMINIC PRICE

Evolving Project Management to Build Thriving Organisations

AMY GERSHEN

Welcome Message

SPEAKERS

SPEAKERS

SIERRA HAMPTON-SIMMONS

The PMP® Exam is Changing: Here’s What You Need to Know

ALEXANDRE FARA

Aligning your Innovation Portfolio Prioritization with Strategy

HASSAN OSMAN

Influencing Virtual Teams: 5 Best Practices for Success

MARCUS GLOWASZ

AI in Project Management: The Next Generation of Project Decision Making

JEAN-ROCH HOULLIER

Leading a Learning and Digital Transformation Project

TRACI DUEZ

Ask & You Shall Achieve: Discover Collaborative Problem Solving to Realize Greater Value in the Agile Framework

DR. NEERAJ KASHYAP

Managing Successful Machine Learning Projects

LUDWIG MELIK

The Innovative Portfolio Management Capability

DR. NIGEL L. WILLIAMS

Responsible and Irresponsible Project Management

ELIZABETH HARRIN

Stakeholder Engagification: How to Get People to Take Action on Projects

HILARY KINNEY

Project Management for Parents

Louria Lindauer

Our Unconscious Bias and Microaggressions: Creating culture self-awareness in you and your world

Abrar Hashmi

The Role of an Agile PM within a Digital Transformation Program

Eduardo Diaz

Assuring Value Through Flawless Process Execution

DANA HARRIS

Emotional Intelligence as a Tool for Project Managers to Assess Collaboration

Kamil Mroz

#NextGenPM: The Personal Guide for Young Professionals to Succeed in the Project Economy

Gordon Topping

A Turbulent Project Management Journey towards Patient Value

Michael O’Connor

Innovation Project Management: A Practitioner’s Approach

Mark Lines

What is Disciplined Agile? Where did it come from? Where is it going? How can it help me?

SUSAN CROFT

Simple Strategies to Reduce Stress

J. LeRoy Ward

4 No-Nonsense Tips for Wrangling Stakeholders

STORIES

STORIES

Back to Space and On to Mars

The Show Must Go On

INTERNATIONAL PROJECT MANAGEMENT DAY 2020
Online Conference