My PMI Global planning

I'll be taking a big step this year in attending and participating in my first PMI Global conference. I've put together of a list of the sessions that I plan to attend, which I've included below. 

For one of the three plenaries (Nicholas Epley), I've started reading Epley's book Mindwise: How We Understand What Others Think, Believe, Feel, and Want. Working in a program manager in a geographically-distributed, team-based organization, this book and Epley's upcoming presentation are of great interest to me. I've tried to select sessions based on their coverage of project management in organizations like the one that I work in, along with the integration of adaptive/agile practices into project management. 

For the sessions:

Tools of Engagement
Matthew McCarty, PMP, of M D McCarty & Associates

The research on engaged employees having a positive impact on organizational effectiveness is overwhelming. Quite simply, higher engagement means higher productivity. The same is true for projects. In this session, you will pick up specific tools that will enable you to build trust, encourage creativity, and provide supportive feedback, so that you can build a fully engaged team that will help to ensure project success. 

Leveraging Automation in Your Project Management Workflow
Andrew Filev of Wrike / Wrike, CEO & Founder

The ability to automate repeatable work is one of the fastest growing and most disruptive trends in enterprise technology. New tools for automation can help project managers operate more efficiently and distribute updates with less effort. By attending this presentation, you’ll learn how you can employ currently available technology to automate some of the most time consuming, and often most frustrating tasks in project management. 

Project Manager Survival Kit for Small- and Medium-Size Organizations
Claude Scher, PMP, of Charter Manufacturing / Charter Manufacturing, PMO Manager

Project managers working for small- to medium-size organizations face many challenges specific to the environment they are in. This interactive session constructed as a case study will identify several of those specific roadblocks or opportunities and introduce tools and techniques to mitigate or overcome them leveraging the presenter’s own experience in a variety of organizations. 

How to Use Agile Program/Portfolio Tools to Increase Project Health
Cindricka L. Arrington, PMP, of Medtronic / Medtronic, Program Manager

Program portfolio management (PPM) is the primary process that underlies execution of an organization’s business strategy. Through PPM, we prioritize, fund, oversee, and evaluate our projects. Effective PPM ensures that we do the right projects at the right time and helps us to maximize the business value that we obtain from each project. This workshop demonstrates tools used to measure cost and map strategic objectives, quality, and project/program feasibility in organizational value proposition.

Adaptive Project Management: Leading Complex and Uncertain Projects
Andy Silber, PMP, of Fiat Veritas

What do you do when your project has too much uncertainty to build a work breakdown structure? What if there's too much complexity to use agile? Adaptive project management is a paradigm that takes from both agile and waterfall to allow you to run a complex and uncertain project effectively, focusing on risk reduction, critical path, and agile-style stakeholder engagement. The presentation will include examples from the speaker’s career in developing innovative hardware products.

The Necessary Culture for Soaring Performance
Karen Chovan, PMP, of Enviro Integration Strategies

This presentation explores the fundamental practices for organizations to make true advances in program and project performance, as related through lessons from Steven Spear's book “High-Velocity Edge.” Insights will be also shared from Daniel Pink's book “Drive,” indicating why the described practices bring success. Combining these lessons will demonstrate how programs and projects can clearly gain from the adoption of engaging and collaborative behaviors typically practiced in the application of lean project delivery strategies.

Agile and Design Thinking, the Perfect Pairing for a Successful Project
Bob Tarne, PMP, PMI-ACP, of IBM

A key reason for using agile techniques is to deliver value quickly. However, this may not solve the right problem. Design thinking is about exploring the problem and possible solutions before jumping into a solution. When combined, these two techniques can help ensure the right problem is being solved as quickly as possible. This presentation looks at design thinking and agile and how they can be combined for successful outcomes.

Creating an Enterprise Culture of Project Management
Elizabeth Allen, PMP, of Nemours / Nemours, Manager, Project Management Office
Abbigail Frelich, PMP, of Nemours Children's Health System / Nemours Children's Health System, Project Manager

The PM@Nemours curriculum was designed to guide Nemours Children’s Health System as they grow and mature in their approach to project management. Now in its tenth year and third iteration, the program has evolved to keep pace with the needs of the organization and uphold PMI standards, leading to increased operational effectiveness and expanded influence of the PMO. If your PMO is looking for the next step in your evolution, this session is for you! 

Agile and Waterfall: Achieving Organizational Agility by Leveraging the Best of Both
Brent Stone, PMP, of Dimensional Fund Advisors, Francis (Dub) McNamara, PMP, of Dimensional Fund Advisors

Our goal: accelerate and maximize the delivery of business value through projects. Our PMO achieved organizational agility by embedding key project management processes into our agile approach to executing project work. Often times, new agile teams are quick to abandon traditional project management processes like those leveraged in the waterfall methodology; however, when applied effectively and purposefully in an agile environment, these processes can greatly reduce risk and enable the delivery of valuable business outcomes.

I'm also interested in networking opportunities and earlier had an exchange on projectmanagement.com on this point. 


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