The Future of Project Management and the Evolving Project Economy

There’s a trend towards more and more knowledge work being run in a projectized way, which means more and more people doing project management as part of their day job. With projects beginning to take center stage in many organizations, it's only logical that everyone hone their project-thinking skills, to view routine workflows and value-streams through the lens of the project manager. The growing Project Economy will lead to certain expectations of project teams—and there are things you can do to make sure your team lives up to them.

In this presentation, you will get answers to questions like: What is the project economy? Will we need ‘professional’ project managers in the future? People who just do managing projects?

Earned Value Management - The Incredible Performance Tool of Project Managers

The High Cost of Low Performance, Organizations lose nearly $109 million (10.9%) for every $1billion invested in all projects, due to poor project performance. (2014 edition of the Pulse of the Profession report by PMI®). About 10% of shareholder’s funds, investment or government taxes are being wasted due to poor project performance. Project Managers are ultimately responsible for project performance. Failure to perform is inexcusable.

In this presentation, attendees will learn that to deliver exceptional results and increase shareholder value, Project Managers must utilize Earned Value Management methodology on projects.

“Decision Making in practice” Going beyond leadership with PMI’s Ethics toolkit

The PMI Board Ethics System Modernization Task Team (ESM TT), as part of their work to evaluate what is happening in the world of ethics in project management, believe that the level of ethical challenges in the profession is rising, and identified some challenges with PMI’s current Code of Ethics and Professional Conduct. They believe there is opportunity to develop new products and enhance existing ones due to perceived gaps in how PMI currently supports ethics in the profession. This led to the development of PMI’s Ethics Toolkit.
The purpose of this presentation is to create the awareness of the PMI Ethics Toolkit to PMI members and certification holders. In this presentation, you will learn that the PMI Ethics Toolkit is designed to help users to better understand what ethics and professional conduct mean facilitate their practice, increase awareness about how ethics can flourish, and better understand how individuals can address ethical issues in their professional and volunteer activities.

Strategy & Project Management: The TWIN Management Drivers for Business Results

Business organizations will definitely miss planned performance targets if they get the alignment of their strategic goals to Project Management (PM) wrong. Without a clear strategy (i.e. plan or blueprint), businesses may fail to realize their expected performance results since funding which are mostly limited would be applied to misaligned initiatives (projects) creating a mismatch in the delivery of key strategic objectives.

In this presentation, conference delegates will be exposed to the key relationships between Strategy and Project Management and its importance to the delivery of business results. It will also draw the attention of Project Managers on the need to boost their Power Skills which includes knowledge and skills in strategy management to better position them to use their ‘technical’ Project Management knowledge and skills to deliver targeted business results.

Why Senior Management Support is a Must for Strategic Projects to Succeed

Trends have shown that there is an alignment gap between project managers and senior management and this ultimately affects project success. Recent surveys show that 38% of projects do not have executive sponsorship, leading to delays, stalling and failure in some cases.

In this presentation, participants will learn that defining senior management support is contextual and it is best for each organization to define what it looks like but signs of its existence include relevant team coaching from executives, availability of senior management to clear obstacles for the project team, and executives who are actively involved in garnering internal and external stakeholder support for the project.

Supporting Organizational Change through Effective Stakeholder Management

In today’s dynamic world of work, change is a constant that continues to drive organizational business results. Many business organizations are altering the way they operate through the implementation of new technologies or as a response to changes in business strategy, policies, processes or leadership.
In this presentation, participants will learn the key strategies required to create the needed support for organizational change activities aimed at ensuring stakeholder satisfaction on key change projects.

On fires and fire standards in Ghana: Reflections on Challenges and Opportunities

It is easier to relate with costs of key components of a physical infrastructure in the form of civil works, electrical installations and ICT facilities. However, when it comes to the protection of these investments, which are very vulnerable to the risk of fire, equal attention is not given on the excuse of budgetary constraints. A lot of commercial and industrial assets in Ghana in the form of critical human resources and mission critical infrastructure are locked up in spaces with no or poorly designed fire systems that expose occupants to severe dangers.

This presentation looks at fires with particular focus on commercial and industrial vulnerabilities. It analyzes the existing response systems, local market conditions, regulatory mechanisms and standards. It further evaluates the risks management culture of the country and how they impact opportunities in the fire industry.

Redefining Project Portfolio Management with OKRs

Project portfolio management typically has a focus of developing practical and attainable goals on a project basis. With lots of contingency factored in, and risk carefully mitigated, this ensures everyone delivers what they are supposed to. Yet this by its very nature does not motivate exceptional performance. Project portfolios can be managed through OKRs rather than on a project basis for higher performance. This means the OKRs come first, and the projects come second.

In this presentation, learn how the Objectives and Key Results (OKR) framework encourage achievement that is not easily reached through setting goals that are stretching, rather than easily deliverable.

It’s Time To Lead and Steer The Project ‘Ship’: Changing The Game With Effective Leadership and Stewardship

Project Management continues to evolve. Project Managers now need to bring more skills to the table in order to meet the expectations of stakeholders. The dimensions of project success are expanding to encompass more areas like the environment, and society. A project now can’t be considered successful based on the traditional success criteria: time, budget and quality. The impact it makes on the environment and the people also will be taken into account.

This presentation will look at key leadership traits and put a stronger focus on stewardship. It will seek to flesh out how leadership and stewardship could drive value in organizations.

Enterprise Project Management Office (EPMO), a Panacea for Business Results

Recurring issues in project management which include but not limited to; inaccurate time & cost estimates, poorly defined risks, poor communication, inaccurate requirements gathering and high turnover rate faced by industries, government agencies and institutions in their pursuit to execute Project, Program and Portfolio initiatives, the relevance of Enterprise Project Management Office (EPMO) has become increasingly vibrant as the panacea to curb some factors that account for project failure and to ensure stakeholder satisfaction well as increasing project success rates.

In this presentation you will learn how the EPMO ensures strategic alignment between business objectives and project executed for value realization through continuous iteration, genuine feedback and effective retrospective sessions.

An Enterprise Benefits Realization Framework: A Key Instrument for Measuring Benefits

After project implementation and delivery, project’s key stakeholders ask the big question around how “time” and “cost” constraints have translated into both quantitative and qualitative outcomes for the wider organization’s benefits. 

In this presentation, you will learn the significance in having an agreed enterprise benefits framework for projects. The concept of benefits management seeks to trace impacts on the benefits realization and the organization’s satisfaction per the investment made. The framework indicates clearly when benefits should be tracked.

Techniques for Eliciting Requirements that Capture & Meet Business Needs

Business requirements are often poorly sourced or poorly translated. They rarely consider customer or user needs. This implies that the ways people are currently sourcing business requirements are ineffective—neither good enough, nor happening iteratively on a regular basis or in a repeatable way. To deliver value and meet business needs, there are a number of elicitation techniques to gather requirements or to collect the information from the stakeholders.

In this workshop, participants will go through proven techniques and consider both pros and cons for each of them.