Dr. Al Zeitoun is a Future of Work, business optimization, and operational performance excellence thought leader with global experience in strategy execution. His experience encompasses leading organizations in delivering enterprise digital and business transformation; guiding fitting frameworks implementations; envisioning new business models and executing complex missions across diverse cultures globally, using his engineering insights, collaboration strengths, and empathy.
In his current role with Siemens DI SW, Dr Zeitoun is responsible for driving the global program management practices, master plan governance, and enabling strategy transformation priorities. He is a also a senior leader, global trainer, and coach at International Institute of Learning (IIL).
Dr. Zeitoun’s prior roles include Executive Director for Emirates Nuclear Energy Corporation in Abu Dhabi where he led the transformation of capabilities to support the operational readiness of their $40 billion nuclear power plant across four facilities. He was Senior Transformation Executive & Strategic Portfolio Solutions expert at Booz Allen Hamilton in the U.S, where he envisioned and customized a digitally enabled EPMO to support their billion-dollar strategic initiatives. He also led the firm’s Middle East North Africa Portfolio Management and Agile Governance Solutions.
Dr Zeitoun speaks English, Arabic, and German and enjoys good food, travel, and volunteering.
Dr. Harold Kerzner, Ph.D. is Senior Executive Director 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 including Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects (Wiley, 2019) and Project Management Next Generation: The Pillars for Organizational Excellence (Wiley, 2022).
For 50 years, Dr. Kerzner has shared vital guidance for making project management a strategic tool for competitive advantage and helping companies around the world build a powerful foundation for company improvement and excellence.
Dr. Kerzner has an MS and Ph.D. in Aeronautical and Astronautical Engineering from the University of Illinois and an MBA from Utah State University. He is a former 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.
Crystal Richards is the Principal and Owner of MindsparQ®, an educational consulting firm dedicated to helping organizations better the skill sets of their teams in the areas of project management, communications, and leadership. Crystal’s focus is to train people to be better project managers so they can consistently deliver projects with clarity, confidence and courage.
Committed to a career in transformative technology, Shalini Batra has over 25 years of experience as a global leader in delivering large-scale technology transformation projects. Her experience includes modernizing platforms, building and optimizing processes that have helped customers thrive in dynamic business environments, and delivering value. She loves being at the forefront of business innovations that are transforming how the world does business and leading large global and matrixed teams.
Shalini’s passion is technology, people, culture, and diversity. She believes in creating structures, processes, and teams that ensure strong execution paths and brings a data-driven approach with insights and analytics to enhance business decisions. In her current role at Amazon Web Services (AWS), Shalini leads the engagement management function for the US-West area of AWS.
Shalini is an advocate for women of color in technology and is committed to coaching and uplifting the community of women aspirants in the tech sector.
Dr. Michael O’Connor is a Senior Research Program Director in Program Management with Medtronic Corporate and Science Technology in Minnesota, U.S. He serves as he is a Core Team Leader focused on workstreams such as manufacturing, component qualification and continuous improvement.
Dr. O’Connor has over 36 years of professional work experience, including 32 years in the medical device industry. In addition to Medtronic, his corporate experience includes 3M and Pfizer in similar large product development roles. He is a Director at the Product Development and Management Association (PDMA), a professional association dedicated to the creation and exchange of product management and development knowledge and best practices.
Dr. O’Connor earned his Ph.D. in Civil Engineering, majoring in Project Management, from the University of Maryland, College Park, A. James School of Engineering. He continues to volunteer his time with many professional societies and universities and colleges.
What does it take to be a successful leader in our current workplace? What are the successful leadership behaviors of project leaders? How can we design and sustain high-performing teams?
This special presentation is about leadership for complex, dynamic, and challenging missions. Project management has traditionally emphasized control, rigid processes, and tools—but, according to The Smart Mission, those are not the most important capabilities for leading a project. Human skills and expertise, not technical tools, are what make projects successful.
Dr. Edward Hoffman, Matthew Kohut, and Laurence Prusak, authors of, ‘The Smart Mission’ will lead a keynote session based on the paradigm-shifting book that challenges the conventional wisdom on project management. This session will highlight six principles for leadership, team, and organizational success: knowledge, learning, culture, teaming, story, and collaboration. This interactive session will define the factors necessary for sustained performance in a complex project world.
Edward J. Hoffman was NASA’s first Chief Knowledge Officer and founder of the NASA Academy of Program/Project and Engineering Leadership. He is the co-author of Shared Voyage: Learning and Unlearning from Remarkable Projects and numerous journal articles.
Matthew Kohut prepares executives, elected leaders, diplomats, and scientists for events ranging from television appearances to TED talks. He is co-author of Compelling People: The Hidden Qualities That Make Us Influential.
Hybrid project management is here to stay. It is no longer sustainable to be an expert in waterfall methodologies, without some skills in Agile, or visa versa. To deliver value in this fast-paced business environment we need to merge these two ways of working. The best project practitioners tailor their leadership approach to meet the needs of the deliverables, the environment, and their stakeholders.
Both waterfall and Agile methods rely on process. With waterfall you might have detailed scope definition, robust schedules, and rigorous change control processes. With Agile you might focus on three stand-up questions, iteration planning, demonstrations, and productive retrospectives. Process is great, but we have to move beyond following a process without questioning if it is the most effective way to deliver value. That’s the beauty of hybrid project management. Hybrid project management is about delivering value, not following blindly following process.
Cyndi Snyder Dionisio is the Practice Lead for Portfolios, Programs and Projects at the International Institute for Learning. She has over 25 years of project management experience leading international teams of project professionals. Cyndi is passionate about turning chaos in order, engaging with awesome teams, solving problems, and facilitating achievement.
Ms. Dionisio has extensive experience in training, facilitation, and consulting in the commercial and government sectors. She has written over a dozen books on project management, including PMP prep, project management templates and hybrid project management.
In addition to holding a Master’s Degree in Business, Cyndi’s certifications include PMI’s Risk Management Professional (PMI-RMP), Project Management Professional (PMP), and Certified Scrum Master (CSM). Cyndi has received several awards, including PMI’s Distinguished Contribution Award and being named a PMI Fellow in 2018.
How Systems Thinking might just be the right way to understand reality.
Projects often start out with the best intentions. We understand the project objectives, the value it should deliver, and we can apply various approaches like predictive, adaptive, and hybrid. Yet projects can still fail or fall short of expectations. Why?
Complexity is the dominant factor in project failure. We build project systems that take into consideration the identified business value, yet we ignore the systems within which we operate. Our success is compromised by the inability to build project systems without an understanding of the environment in which we work.
How often has a project failed because of other priorities that drain resources, or the business environment shifted? Choosing the right balance of predictive and adaptive, between a Gantt and a Product Backlog, or even Scrum vs Kanban—may help but is unlikely to save the day.
Systems Thinking can support an understanding of the bigger picture in a complex and dynamic world, and for the corporate world at large. It is a new set of tools, coming from System Dynamics, as a mindset shift.
Max Langosco is a change and risk focused project, program and portfolio management expert, with over twenty years of experience in developing project management, and in recovering troubled projects in high stress complex contexts. A natural team player, Max brings an agile, value focused approach to complex management, and to driving change.
His focus areas in project management relate to both operational and management. On the operational slide, Max leads change management, troubled projects, complexity, project kick-off, and blending traditional and agile approaches. On the management level, he specializes in systems thinking, deployment of PMO, evaluating project management maturity, transitioning to an agile mindset, and developing and following up maturity road maps.
What has stability got to do with change agility, the ability to “quickly and successfully implement change in an organization”?
In her coaching work with change leaders, many of whom are also part-time athletes, she have found results come from helping them leverage the complementary elements of stability/balance along with focusing on agility/activity.
Where agility is balanced with and tempered by stability, the effect is almost always enhanced performance – both athletically as well as in their role as project change leaders.
In this session, we’ll look at what stability and agility in the project change leadership space look like. We’ll examine how stability and agility can be of benefit, and who can best benefit from these behavioral elements. We’ll explore how, through a more attuned understanding, you can optimize the balance between the two elements, enabling delivery of the full benefits of any program of change.
Jane Morgan is a leadership coach, change management consultant & trainer with over 30 years of change program experience across a broad range of industries globally.
Her specialties include coaching and developing change leaders at all levels of the organization; consulting on complex organizational change initiatives including enterprise tool rollouts, business transformation projects and merger/acquisition change programs.
In her spare time, she’s an avid open-water swimmer, and increasingly curious about the link between preparing for endurance activities and how this can positively impact business performance.
Here’s a fact…only 17% of teams are healthy and the root cause has everything to do with how we communicate with them. Healthy teams know who they are and why they exist, and it is leadership’s role to help build this understanding. The reality is most teams struggle to answer questions like…
What if you could connect these dots and cement a shared understanding using a simple story? Let’s talk about the power of storytelling and the massive impact it has on team health. You’ll learn the necessary techniques to not just communicate better with your teams but motivate and inspire them to own their purpose!
Mark Cruth is truly “living the dream” as Atlassian’s resident Modern Work expert and evangelist. Focused on practice over theory, Mark coaches both Atlassian and customer teams on new ways of working, then shares what he’s learned at events around the world.
Mark brings over a decade of experience experimenting with work and helping people, teams, and organizations transform at places like Boeing, Nordstroms, TD Ameritrade, and Rocket Mortgage. Mark has made it his mission to inject modern ways of working, a transformation mindset, and the power of expert storytelling into everything he does.
When not reading the latest book on self-management or deep in conversation with a leadership team, Mark can be found reading one of his favorite sci-fi novels or building the latest Lego set with his kids (a new rollercoaster!).
After studying hundreds of projects ranging from successful to failed, from small to large, from simple to complex, I have developed the Project Canvas, a simple tool to maximize project success. This modern and simple framework can be applied by any individual, team, or organization, and is practical and easy to implement. I was inspired by Alex Osterwalder and Yves Pigneur, two good friends who created the Business Model Canvas, a tool used by more than 5 million practitioners around the world.
The Project Canvas, validated by Alex and Yves, covers the basic principles and fundamentals of projects. It is a proven tool that will assist you in leading projects more successfully and in making your dreams a reality.
Project management methods sometimes tend to be too complex to be easily understood and applied by non-project practitioners. The pivotal assumption has been that documenting every aspect of a project in detail will provide a high level of control of the planned activities during the implementation of the project. Project managers sometimes produce massive numbers of documents, leading to an overall feeling that the role is primarily administrative.
In contrast, widely used management disciplines are often linked to a few simple frameworks that can be easily understood and applied not only by managers but also by most individuals. Porter’s Five Forces and value chain analysis can help make strategy a key area for every organization.
This session will explore the need for simplification of project management methods, and describe all the elements of the Project Canvas with practical examples. The key learning objectives are to understand:
Antonio Nieto-Rodriguez is the author of the Harvard Business Review Project Management Handbook, the featured HBR article The Project Economy Has Arrived, and four other books, He is the creator of concepts such as the Project Economy and the Project Manifesto. His research and global impact on modern management have been recognized by Thinkers50. He is a Fellow and former Chairman of the Project Management Institute, and the founder of Projects&Co and the Strategy Implementation Institute.
Born in Madrid, Spain, and educated in Germany, Mexico, Italy, and the United States, Antonio is fluent in five languages. He has an MBA from London Business School. He is a member of Marshall Goldsmith 100 coaches. Follow Antonio through his LinkedIn Newsletter – Lead Projects Successfully, his popular online course Project Management Reinvented for Non-Project Managers, and his website.
Burnout is a hot topic now in many professions. One profession that does not get much attention in these discussions though is project management.
Join this session with Ruth Pearce to discover some of the sources of burnout, especially for project professionals. Walk away able to recognize burnout in yourself and others, and with some solutions that can help to halt and reverse burnout symptoms.
During the session, you will receive access to a burnout assessment as well as some online tools to help you turn burnout around.
And it is not all bleak – we will have some fun and lots of laughs!
Change comes from people speaking out against norms and at the same time creating trust and belonging in the groups they inhabit. Project managers are often confronted with situations where they need to share unpopular news or opinions and they have to choose which battles to take on and how to present their message. Based on work by Dr. Todd Kashdan on the Art of Insubordination and related work by Dr. Charlan Nemeth on dissent, this session will explore the reasons we act to “fit in”, dos and don’ts of challenging the status quo, and ways to win others over.
Ruth Pearce runs A Lever Long Enough (ALLE LLC-Project Motivator) and is the founder of In it Together coaching which provides group coaching to project managers and other groups. Ruth’s vision is for workplaces to be transformed into inclusive collaborative communities.
Ruth has twenty years of direct experience in the project management field, supported by extensive study and research in the science of Character Strengths and Positive Psychology.
Her book, Be a Project Motivator: Unlock the Secrets of Strengths-Based Project Management, was published in November 2018.
Leaders are found in all areas of an organization, including the critical area of project management. Leaders of projects need to be confident, have sound decision-making, demonstrate honesty and integrity, are strong communicators, and have a vision.
There are many types of leadership styles and leadership styles can impact the success of projects.
In this session, we will discuss the situational leadership model as it pertains to project managers and provide examples. You will discover how to be flexible in collaborating with individuals on the various projects that you lead. My hope is that you take away another tool in your leadership tool belt when leading and influencing team members on project teams.
Trinesha Longley has over 10 years of experience spearheading and leading projects and programs in the project management discipline, within a variety of security domains for Fortune 500 Companies.
Trinesha is on a mission to help project managers find their leadership voice. She is passionate about understanding the value we hold as project managers and how the transferable skill of leading project teams can be help individuals pivot into leadership roles within their organization.
Trinesha holds a Bachelor’s and a Master’s degree in Computer Information Systems, and has several certifications including a Project Management Professional (PMP).
Whether you are working in an Agile or a traditional project environment, it is likely that you are struggling with unexpected events that impact your project objectives. What is it that is going wrong?
In this presentation, we will examine some of the most common mistakes project managers make in identifying, mitigating, and planning a response to risk. This session will help you learn to anticipate events rather than wait until they happen and deal with them at that point. Learn and practice new ways to better prepare for the unknown.
Jeffrey S. Nielsen (Jeff) is a Program Manager, Senior Project Manager, and Agile Coach. He has trained thousands of professionals on a variety of topics including program management, project management, and Agile. His enthusiasm and knowledge are the perfect combination for a fun, comprehensive review of program and project management, agile fundamentals or exam preparation.
Jeff has 7 years of program management experience, over 30 years of project management experience, and 20 years of agile experience working in software development, facilities, information technology, finance, and airline industries.
Leaders know that an organization is only as good as the people it employs. As an organization scales, talent becomes more complicated than simply “hire the best people”. Excellent people are placed on teams, and how teams interact and perform makes a world of difference, impacting everyone. The best teams are balanced, and individuals are empathetic, accountable, and open.
This session provides decision makers and team leaders with tools to create the best teams and supercharge their performance.
Jesse Ross is a diversity, equity, and inclusion consultant, executive coach, and international speaker who has delivered over 400 speaking engagements at colleges, conferences, and corporate and nonprofit companies, including Fortune 500 companies.
Jesse offers training, workshops, evaluations, assessments, and strategy development for schools, businesses and organizations. Jesse has been engaging his audience with his Morning Minute call-to-actions on his Instagram and LinkedIn page well before our world went into civil unrest and will continue to do so until people make change a priority.
The James Webb Space Telescope will explore every phase of cosmic history – from within our solar system to the most distant observable galaxies in the early universe, and everything in between. Webb will reveal new and unexpected discoveries, and help humankind understand the origins of the universe and our place in it. This mission, scheduled for a December 18, 2021 launch, is a collaboration of NASA, the European Space Agency and Canadian Space Agency. We discuss the motivating science questions that required the development of the observatory, highlight the technologies, and project management challenges and lessons learned encountered during the development of this large complex global project.
Although Webb is arguably an unparalleled engineering and technological feat, we explore the critical role of project management in making the world’s largest space telescope a success. As NASA and the space industry are moving swiftly to new approaches, new systems, and far more commercial exploration (often referred to as “new space”) than previously imagined. We also explore how acquisition and project management are evolving towards that future.
Mr. Robinson is the Program Director of the James Webb Space Telescope. His focus is development efficiency, management processes, contractor performance, and mission success. Formerly the NASA Science Mission Directorate, Deputy Associate Administrator for Programs; ensuring high performance during development and operations of 114 Science flight projects.
Mr. Robinson held the position of Deputy Director of NASA’s John Glenn Research Center, consisting of 3,200 employees, where the scope spans research and technology, aeronautics, science spaceflight, and human spaceflight. He served as NASA’s Deputy Chief Engineer for several years where he led engineering and program and project management strategy, policy, implementation rigor, and performance management. He was intricately engaged with the last 21 shuttle launches post Columbia Shuttle accident, as well as numerous satellite developments and launches.
Mr. Robinson also served as Deputy Assistant Administrator for Systems at NOAA’s National Environmental Satellite, Data, and Information Service, leading the acquisition and management of all satellite systems. He spent 11 years in various leadership positions at NASA’s Goddard Space Flight Center.
Mr. Robinson has over 30 years of engineering, program and project management, and senior executive leadership at NASA. He has served as faculty at the George Washington University, Department of Engineering Management & Systems Engineering. He received the Presidential Distinguished Executive Rank Award in 2013, and the Presidential Meritorious Executive Rank Award in 2007.
Jorgelina is an accomplished industrial engineer, project manager, and consultant with solid international experience in various industries. She has conducted numerous projects in more than 15 countries in Latin and North America, Europe, and Asia. She is a results-oriented leader, with excellent communication and facilitation skills.
Dr. Zeitoun is a Future of Work, business optimization, and operational performance excellence thought leader with global experiences in strategy execution. His experiences encompass leading organizations; delivering their Enterprise Digital and Business Transformation; guiding fitting frameworks implementations; and using his empathy, engineering insights, and collaboration strengths to successfully envision new business models and execute complex missions across diverse cultures globally.
In his current role with Siemens DI SW, he is responsible for driving the global program management practices, Master Plan governance, and enabling the Strategy Transformation priorities.
In his position, as the Executive Director for Emirates Nuclear Energy Corporation, Abu Dhabi, UAE, he was responsible for creating the strategy execution framework, achieving transformation benefits, governance excellence, and creating the data analytics discipline necessary for delivering on the $40B complex country energy mission roadmap.
At the McLean, USA HQ of Booz Allen Hamilton, Dr. Zeitoun strategically envisioned and customized digitally enabled EPMO advisory, mapped playbooks, and capability development for clients’ Billions of Dollars strategic initiatives. Furthermore, he led the firm’s Middle East North Africa Portfolio Management and Agile Governance Solutions.
With the International Institute of Learning, Dr. Zeitoun was a senior leader and global trainer and coach. He was instrumental in driving its global expansions, thought leadership, and operational excellence methodology to sense and shape dynamic ways of working across organizations worldwide. He speaks English, Arabic, and German and enjoys good food, travel, and volunteering.
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