Poza wspaniałymi prelekcjami, nasi goście będą w tym roku mogli skorzystać również z wielu atrakcji dodatkowych. Kilka z nich to:

  • Speedmentoring. W rolę mentorów wcielą się takie osobowości jak Tomasz Boiński, Małgorzata Kusyk, czy Dariusz Ciechan, a także część z naszych prelegentów. Jeśli uważasz, że i Ty możesz podzielić się z innymi swoim doświadczeniem, napisz do nas: congress@pmi.org.pl Daj nam znać w jakich tematach czujesz się na siłach mentorować, w który dzień i o której godzinie. Mentee będą mogli zapisać się podczas naszego eventu.
  • Round tables. Wypracowywanie rozwiązań, dzielenie się doświadczeniem i networking z innymi uczestnikami, a także z naszymi prelegentami przy jednym stole. Sesje będą moderowane przez specjalistów.
  • Gry networkingowe
  • Konkursy
  • Inne

PROGRAM

08:00
08:30
09:00
09:30
10:00
10:30
11:00
11:30
12:00
12:30
13:00
13:30
14:00
14:30
15:00
15:30
16:00
16:30
17:00
17:30
18:00
18:30
19:00
19:30
20:00
TECHNICAL
TECHNICAL
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME PMI PC
09:00 - 09:30

Ricardo Vargas
09:30 - 10:30
Leading Projects in Turbulent Times

Using real life examples, Ricardo will talk about the challenges faced in projects globally due to the unstable environment and increasing volatility. He will share his leadership experience in handling project in the most complex environments worldwide.

COFFEE BREAK

ENG Mohamed Khalifa Hassan
10:50 - 11:50
Agile for Non IT Projects

In this presentation the speaker will present a step by step proven technique to apply agile principles on non-software projects and explain how to use the agile tools and techniques which can help in keeping the “Engine Working” once it is started by having real collaboration between all the stakeholders. Agile methodologies like Scrum and Lean can be applied on any non-software project and in the presentation, the speaker will present a case study for non-software project and show the participants how the principles behind the Agile Manifesto were applied to make the project succeed and realize the business value using different agile tools and techniques like Kanban Board, Product Box, Burndown Chart, User Story, Persona, Retrospective Tools and others.

COFFEE BREAK

PL Marcin Zeszutek
12:10 - 13:10
Zwinne metody zarządzania w rozwoju zawodowym inżynierów budownictwa

W wykładzie zostaną przedstawione zwinne metody zarządzania personelem w projektach realizowanych przez przedsiębiorstwa budowlane i deweloperskie. Wszystkie zastosowane rozwiązania zostały sprawdzone w praktyce i przyniosły znaczną poprawę wyników finansowych projektu, a także zwiększyły skuteczność pracy zarówno pracowników jak i innych interesariuszy przedsięwzięcia budowlanego. Przedmiotem prezentacji jest uwypuklenie istoty odpowiedniego dobory członków zespołu projektowego, usankcjonowanie ich odpowiedzialności, zbudowanie wizji końca inwestycji, a także odpowiednie zastosowanie narzędzi motywujących. Słuchacze uczestniczący w wykładzie będą mieli możliwość otrzymania konkretnych rozwiązań, a także zapoznanie się z metodami, które służą do osiągnięcia efektu synergii w realizacji inwestycji budowlanej.

LUNCH
13:10 - 14:10

Ewa Piotrowicz
14:10 - 15:10
Wdrażanie core'owych systemów finansowych przy wykorzystaniu narzędzi Agile

Agile techniques in core systems implementations for Financial sector: How to put in place the value-driven management? How to ensure the project meets the business case? How can Agile help managing the scope of big projects? Is scaled Scrum effective?

COFFEE BREAK

PL Łukasz Węgrzyn
15:30 - 16:30
Umowy IT dla projektów "zwinnych" - polskie doświadczenie vs. reszta świata

Założeniem prezentacji jest próba ukazania jak, na dzisiaj, polski rynek IT poradził sobie z implementacją zasad zwinnego zarządzania projektami wdrożeniowymi z punktu widzenia polskich regulacji prawnych oraz dobrych praktyk umów IT. Jak zasady ""zwinnego"" zarządzania przekładają się na postanowienia umów IT, które z nich są możliwe, a które nie, i jak spowodować, żeby umowy nie ""zabijały"" projektów, ale same stały się narzędziami optymalizującymi ich realizację.

COFFEE BREAK

Mark Dorsett
16:50 - 17:50
What is your finish line? Picking the right finish line is very important.

Discussion Panel
18:00 - 19:00
How to enchance company strategy with PM - Q&A session with Executive

If you ever wondered how PM can enhance company strategy, or what should you do to be more aligned with company's targets - do not struggle and ask some of the most influential executive directors in Poland. Piotr Muszyński from Orange Polska Piotr Czarnecki representing Raiffeisen Polbank, Małgorzata Marcinkowska representing Oriflame and Dawid Pawłowski from LOT. Session will be moderated by Grzegorz Kuliszewski from IBM

CLOSURE PMI PC

GALA PMI
19:30 - 21:30
Networking, contest prizes and more!

LEADERSHIP
LEADERSHIP
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME PMI PC
09:00 - 09:30

Ricardo Vargas
09:30 - 10:30
Leading Projects in Turbulent Times

Using real life examples, Ricardo will talk about the challenges faced in projects globally due to the unstable environment and increasing volatility. He will share his leadership experience in handling project in the most complex environments worldwide.

COFFEE BREAK

PL Mariusz Kapusta
10:50 - 11:50
Project Management Games –– Jak wykorzystać mechanizmy znane z gier do motywowania i angażowania zespołu, czyli PM GO

Jakaś niezrozumiała siła kazała milionom ludzi biegać po ulicach miast i szukać wirtualnych stworków. Nikt im za to nie płaci, a mimo to ludzie chcą to robić. A w projektach? Z tym bywa różnie. A gdyby tak wyciągnąć lekcję, którą dają Pokemony?A gdyby tak wykorzystać mechanizmy znane z gier do tego, żeby zmienić sposób budowania dynamiki zaangażowania w zespole? Jak zmienić harmonogramy, tabelki, Presję zarządu na cele w zabawę, dzięki której zespół robi swoją pracę i dobrze się przy tym bawi?W trakcie wystąpienia przedstawię mechanizmy z projektów, w których wykorzystano gry do zbudowania motywacji do nauki, działania, networkingu i zaangażowania. Pokażę jak można zaprojektować taką grę w środowisku lub wykorzystać jej elementy zespołu projektowego i jak o nią zadbać, żeby nie była nachalna. Pokażę mechanizmy, które sprawiają, że w grę chcę się grać, a brać udział w spotkaniu statusowym już nie. I jak to zmienić, żeby statusy pełniły swoją rolę i budowały zespół.

COFFEE BREAK

PL dr Tomasz Kopczyński
12:10 - 13:10
Rola i znaczenie project managera w podejściu sytuacyjnym w zarządzaniu projektami

W trakcie prelekcji przedstawiona zostanie istota podejścia sytuacyjnego wymuszonego zjawiskami zachodzącymi w otoczeniu, takimi jak: dynamika, nieprzewidywalność oraz złożoność. W dalszej części prelekcji przedstawiona zostanie nowa rola i kompetencje project managera, który działając w coraz trudniejszym środowisku wymagającym adaptacyjności i elastyczności musi wykazać się szczególnymi kompetencjami oraz podejściem w zarządzaniu projektem, w którym w szczególny sposób uwzględniane są zależności pomiędzy kluczowymi elementami projektu.

LUNCH
13:10 - 14:10

ENG Fernando Colleone
14:10 - 15:10
Emotional Intelligence in a Project Environment

Talking about Emotional Intelligence Why develop and use it at the work environment? Why Emotional Intelligence is important for Project Managers? Why apply Emotional Intelligence to Project Management? Emotional Intelligence benefits for Project Managers. Emotional Intelligence and virtual project teams

COFFEE BREAK

ENG Fabio Rigamonti
15:30 - 16:30
Empower your projects and change programs with ethical leadership

Does the stress and the pressure of change impact ethical and professional behaviour? Are you able to empower your project environment in order to create a better workplace to sustain project or organisation strategic goals? In this session we will explore: -PMI ethics code and professional conduct: the code is not something abstract but it really impacts our daily activities, protecting the project's success and ourselves -PMI ethics toolkit: a brand new set of tools PMI has just launched to support practitioners, chapter leaders, and all its members on the journey of being better leaders -ethical leadership: how we can define it and its importance in managing project and change programs.

COFFEE BREAK

Mark Dorsett
16:50 - 17:50
What is your finish line? Picking the right finish line is very important.

Discussion Panel
18:00 - 19:00
How to enchance company strategy with PM - Q&A session with Executive

If you ever wondered how PM can enhance company strategy, or what should you do to be more aligned with company's targets - do not struggle and ask some of the most influential executive directors in Poland. Piotr Muszyński from Orange Polska Piotr Czarnecki representing Raiffeisen Polbank, Małgorzata Marcinkowska representing Oriflame and Dawid Pawłowski from LOT. Session will be moderated by Grzegorz Kuliszewski from IBM

CLOSURE PMI PC

GALA PMI
19:30 - 21:30
Networking, contest prizes and more!

STRATEGIC
STRATEGIC
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME PMI PC
09:00 - 09:30

Ricardo Vargas
09:30 - 10:30
Leading Projects in Turbulent Times

Using real life examples, Ricardo will talk about the challenges faced in projects globally due to the unstable environment and increasing volatility. He will share his leadership experience in handling project in the most complex environments worldwide.

COFFEE BREAK

PL Tomasz Rudolf
10:50 - 11:50
Open Innovation Projects - Working like startups, working with startups

90% of innovations are being created by startups. How can corporations leverage that source of innovation to find cost efficient, scalable, cutting edge technology solutions to previously unsolvable problems?

COFFEE BREAK

ENG Luca Romano
12:10 - 13:10
Adaptive Project Portfolio Management

Portfolio management methodology is usually linked with a concept of "portfolio cycle" (often 1 year of activities). This means that there is a period of the year where what organizations are doing (ongoing activities) is analyzed and status reported; new initiatives are collected, assessed, prioritized and selected in competition with old ongoing components. These PTF activities are very complex, time consuming and have to be performed with a waterfall approach as there is a deadline to respect and the new "portfolio cycle" (with the Selected components) cannot be authorized and started before the completion of the process. Being the aim of portfolio management to select the best set of components supporting the organization in achieving the strategic objectives, during the preparation of the "next portfolio cycle" the Strategy should drive. What could happen is that the strategy could not be clear, not ready to be used, not stable. The selection in these scenarios is incomplete and Organizations are forced to choose without all the information needed to do it. After several years of real life application of portfolio management methodology I think that we need a step forward in how we manage our portfolios and (for organizations with the right level of maturity in this matter) there could be a more effective way to manage this process. Adaptive Portfolio management means to move from a collect, assess, prioritize, select, implement, control and review approach (this done during a single "portfolio cycle") to a more flexible model where Organizations will manage these important activities “continuously”. This paper will present some ideas and some suggestions, analyzing how, when and where is possible or not possible to be adaptive. The author has experimented and studied several techniques to increase the flexibility of the idea of “portfolio cycle” trying however to respect usual “fixed moments” for organizations like budget and resources assignment, master planning, etc..

LUNCH
13:10 - 14:10

PL Grzegorz Szałajko
14:10 - 15:10
Perfect alignement: integrating PP&P with organizations's structures, processes & culture

Have you noticed the "slight" change in the way PMI recently shows the classic pyramid that goes from vision to on-going operations and projects? In the old days it used to separate the high level operations planning and management from the project portfolio planning and management. The language in old standards used to be "interacts with and impacts". But that wasn't enough...Top performing organizations have learned a long time ago that a full alignment of business as usual with PP&P activities is a must. It's simply the only way to ensure that full potential of the organization is used not only to respond to market changes, but actually to lead them. There is no place for resource wars, functional kingdoms and freedom to run any part of the business at the expense of another. All the elements of the machine have to work tightly together. And that's what we call an alignment.This is why PMI has changed the way its standards are written. All the latest editions of key PMI standards emphasize the need for an integrated management of operations, portfolios and programs.This presentation is a journey through three dimensions of aligning business as usual with PP&P: structures, processes and culture. It shows a number of examples of great and, well... totally wrong practices in this area. It not only shows the alignment in practice but also explains how to move in that direction in a sustainable way.

COFFEE BREAK

Project of the Year presentation
15:30 - 16:30

Presentations of the finalists in Project of the Year contest. If you wanted to benchmark to the best projects in Poland in 2016 - this is a session for you!

COFFEE BREAK

Mark Dorsett
16:50 - 17:50
What is your finish line? Picking the right finish line is very important.

Discussion Panel
18:00 - 19:00
How to enchance company strategy with PM - Q&A session with Executive

If you ever wondered how PM can enhance company strategy, or what should you do to be more aligned with company's targets - do not struggle and ask some of the most influential executive directors in Poland. Piotr Muszyński from Orange Polska Piotr Czarnecki representing Raiffeisen Polbank, Małgorzata Marcinkowska representing Oriflame and Dawid Pawłowski from LOT. Session will be moderated by Grzegorz Kuliszewski from IBM

CLOSURE PMI PC

GALA PMI
19:30 - 21:30
Networking, contest prizes and more!

08:00
08:30
09:00
09:30
10:00
10:30
11:00
11:30
12:00
12:30
13:00
13:30
14:00
14:30
15:00
15:30
16:00
16:30
17:00
17:30
18:00
TECHNICAL
TECHNICAL
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME PMI PC

Beth Partleton
09:15 - 10:15
Pulse of the Profession: The High Cost of Low Performance. What are its key discoveries? (How will You improve business results)

With diminishing project outcomes, a shifting global environment, and a global economy that continues to be uncertain, the 2016 Pulse of the Profession® findings indicate that it’s time to strengthen the conversation around the benefits of project management. The research identifies a number of ways improvements can be made. These include cultivating leadership and business skills, recognizing the strategic role of an enterprise-wide project management office, and driving success with executive sponsors.

COFFEE BREAK

Michał Hałas
10:35 - 11:35
Project Management of innovations. Comparison of TRIZ, Design Thinking and Lean 3P.

Speciality of innovative project management is the problem solving aspect. When the idea is finally found, further we are dealing with general project management. Why getting the solution of a problem is so difficult sometimes? Comparison of the top three methods for innovative projects will unveil their strengths and weaknesses helping to decide why and where to use any of these tools. Are there any combinations of these methods possible and finally, what the practice say?

COFFEE BREAK

Nader K. Rad
11:55 - 13:00
P3. expresss: The Emerging Minimalist PM Framework

There’s a common problem in our projects: we don’t use a structured PM method and manage our projects intuitively. Therefore, we lose a lot of opportunities.The root cause for the problem is that the fundamental standards such as PRINCE2® and PMBOK® Guide are too complex for a normal project manager to use. The solution is simple: having a new family of minimalist frameworks based on the fundamental standards that are integrated with practices and tools, and are easy to use. Something that PMs can learn in a few days, and start using immediately. P3.express is such a framework.P3.express is licensed under Creative Commons (similar to open source for software), which makes it open and free to everyone. It’s owned by the PM community, developed by them, and of course, used by them to create more successful projects.In this presentation, we’ll take a look at the way P3.express works, and tries to solve the common problems.

LUNCH
13:00 - 14:00

Roundtable Sessions - Varied topics
14:00 - 15:00

Grzegorz Szałajko: Czy metodom zarządzania potrzebna jest modna metka? Jak budować dopasowane podejścia do zarządzania projektami w organizacjach? Mark Dorsett: Focus on Results: Integration of Project Management with Change Management Beth Partleton: Leadership Mohamed Khalifa Hassan: Agile for Non IT Projects

COFFEE BREAK

Piotr Ogonowski PWC
15:20 - 16:20
Badanie dojrzałości projektowej firm

COFFEE BREAK

Johnny Mo
16:40 - 17:40
Leadership – Communication, can you hear me now?

Communication is key but what about Inspiration?"" Project management is based on a methodological framework and processes to be understood and properly applied - indispensable to ensure success. The most widespread and extensive literature in regard to project management is the PMBOK guide, from which you can find a lot of information including plenty of diagrams and formulas. But what about individuals' soft skills and communication, factors by their nature, obviously cannot be limited to simple methods because they cannot be treated as data and cold numbers. Often within projects we do not see the value of the human aspect because of the focus on the profit figures, but we must take into account that the performance generating the successful execution of the project was achieved thanks to human effort.

CLOSURE PMI PC

LEADERSHIP
LEADERSHIP
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME PMI PC

Beth Partleton
09:15 - 10:15
Pulse of the Profession: The High Cost of Low Performance. What are its key discoveries? (How will You improve business results)

With diminishing project outcomes, a shifting global environment, and a global economy that continues to be uncertain, the 2016 Pulse of the Profession® findings indicate that it’s time to strengthen the conversation around the benefits of project management. The research identifies a number of ways improvements can be made. These include cultivating leadership and business skills, recognizing the strategic role of an enterprise-wide project management office, and driving success with executive sponsors.

COFFEE BREAK

Line Jahle
10:35 - 11:35
Navigate others and yourself in a hyper-complex project environment - Leadership Reloaded

Today’s project managers have to operate in an environment characterised by complexity. What does coping with this ever- and faster-increasing degree of complexity require of them?This session is dedicated to all experienced project managers who lead across space and time while simultaneously operating in ‘conventional’ structures. It takes a closer look at how to lead, and how to navigate in today’s complex and sometimes unpredictable business environment.Anyone experienced in tackling today’s complexity will know that you cannot expect to find easy-to-follow recipes for success. But we are not powerless! In this session seven modular ‘Apps’ to handle the project complexity will be discussed. These Apps enable project managers to get a better understanding of the ‘complexity mix’ in their own environments and then make a positive impact with the results they create.This session will take a closer look at the App “navigating in complexity”.

COFFEE BREAK

Kimberly Wiefling
11:55 - 13:00
Catalytic Mechanisms - Effortless Ways to Change Behavior & Achieve Results

There is no CEO in a flock of birds and there’s no bird organization chart! And yet hundreds of birds fly together in complex patterns. Complex outcomes need not be the result of complicated processes, or tight-fisted control. Catalytic mechanisms, devices, processes, policies, or structures that encourage, evoke, or even force a desired behavior, work far better. Explore how to apply this intriguing concept in your job search to make positive changes easily, permanently, and nearly effortlessly.

LUNCH
13:00 - 14:00

PL Marcin Celejewski
14:00 - 15:00
Wprowadzanie trudnych zmian biznesowych w organizacji

COFFEE BREAK

ENG David Michael dell'Olio
15:20 - 16:20
Can you create the YES that leads to success?

Do you have that one skill that leads to success? If so, have you mastered it?Leaders in today’s ultra-competitive business environment continually face new challenges. Managing cross-cultural teams, implementing a strategic vision and motivating highly dynamic individuals are only a few of these. But distilled down, leaders face one fundamental challenge and that is to get things done through other people.It is why our ability to ethically influence others, to Create the YES, is such an extremely valuable skill in today’s workplace. One that science has proven can be mastered and studies have shown that lead to success.

COFFEE BREAK

Johnny Mo
16:40 - 17:40
Leadership – Communication, can you hear me now?

Communication is key but what about Inspiration?"" Project management is based on a methodological framework and processes to be understood and properly applied - indispensable to ensure success. The most widespread and extensive literature in regard to project management is the PMBOK guide, from which you can find a lot of information including plenty of diagrams and formulas. But what about individuals' soft skills and communication, factors by their nature, obviously cannot be limited to simple methods because they cannot be treated as data and cold numbers. Often within projects we do not see the value of the human aspect because of the focus on the profit figures, but we must take into account that the performance generating the successful execution of the project was achieved thanks to human effort.

CLOSURE PMI PC

STRATEGIC
STRATEGIC
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME PMI PC

Beth Partleton
09:15 - 10:15
Pulse of the Profession: The High Cost of Low Performance. What are its key discoveries? (How will You improve business results)

With diminishing project outcomes, a shifting global environment, and a global economy that continues to be uncertain, the 2016 Pulse of the Profession® findings indicate that it’s time to strengthen the conversation around the benefits of project management. The research identifies a number of ways improvements can be made. These include cultivating leadership and business skills, recognizing the strategic role of an enterprise-wide project management office, and driving success with executive sponsors.

COFFEE BREAK

ENG Dan Lefsky
10:35 - 11:35
Locking in Value: 7 Ways to Consistently Achieve Project Targets

COFFEE BREAK

PL Agnieszka Gasperini
11:55 - 13:00
Project Management supports SME Strategy

Small – and medium – sized business have been involved in the profession but not to the extent that is needed. These organisations do not have the resources necessary to adopt project management as quickly as large organisations. Project management is the vehicle that will help organisation in getting to its destination. Most project management adoption fail because the leaders in charge do not take into consideration that the standards for project management are simply a starting point for the discussion about what type of “vehicle” companies need. During the session we will explore following Principles and share experience among the participants. „The 10 Principles” 1. Know your culture 2. Get your mind straight 3. Champion the vision 4. Establish the Buy – in 5. Build unconventional Leadership 6. Master the basics 7. Tool time 8. Define Success 9. Understand your stakeholders’needs 10. Focus on the Big Picture „Sidestep Complexity” Philip R. Diabb „ The concept of organizational project management is based on the idea that there is a correlation between an organization’s capabilities in project management, program management, and portfolio management, and its effectiveness in implementing strategy”- PMI’s Organizational Project Manegement Maturity Model (OPM3)

LUNCH
13:00 - 14:00

PL Arkadiusz Szczebiot - Ministerstwo Cyfryzacji
14:00 - 15:00
Challenges of IT project management in Public Administration

The world of public administration stayed behind most of the industry sectors so far, but at the moment it reached the point where efficient usage of IT is the only way to move forward. Automation of processes is to lower the cost of running the operations, enable employment reductions and provide the base for economy growth. Managing IT project in public administration is quite a challenge, though. Limited skillset of employees, lenghtly procurement processes and endless matrix of dependencies as well as political interests, to name a few, make it a place only for experienced and battle-hardened Project Managers. What makes it attractive then? Possibility to take part in massive organizational transformation, influencing IT strategy and designing solutions, that are going to change the life of all fellow-countrymen sounds exciting, isn't? This presentation will shed some light on these topics.

COFFEE BREAK

PL Maciej Bodych
15:20 - 16:20
PMO as a company's competitive advantage

Project Management Office becoming regular unit in our organizational structure. The most popular services (about 80%) that PMO provides is reporting project status to upper management and Board of Directors. This kind of support provide basic information, but not provide company’s competitive advantage. During this presentation you will see how PMO building new services and their growing paths to provide strategic advice to organization. Lecture will be based on case studies from different sectors and organization size. If you would like to know your PMO could looks like in future, please visit this presentation.

COFFEE BREAK

Johnny Mo
16:40 - 17:40
Leadership – Communication, can you hear me now?

Communication is key but what about Inspiration?"" Project management is based on a methodological framework and processes to be understood and properly applied - indispensable to ensure success. The most widespread and extensive literature in regard to project management is the PMBOK guide, from which you can find a lot of information including plenty of diagrams and formulas. But what about individuals' soft skills and communication, factors by their nature, obviously cannot be limited to simple methods because they cannot be treated as data and cold numbers. Often within projects we do not see the value of the human aspect because of the focus on the profit figures, but we must take into account that the performance generating the successful execution of the project was achieved thanks to human effort.

CLOSURE PMI PC

08:30
09:00
09:30
10:00
10:30
11:00
11:30
12:00
12:30
13:00
13:30
14:00
14:30
15:00
15:30
16:00
16:30
17:00
Workshop 1
Workshop 1
REGISTRATION AND MORNING COFFEE
08:30 - 09:00

Kimberly Wiefling
09:00 - 10:30
Catalytic Mechanisms - Effortless Ways to Change Behavior & Achieve Results

The Limits of Command and Control The 1 Million Piece Puzzle Challenge Catalytic Mechanisms - Explanation and Examples Emergent Behavior - There's No CEO in a Flock of Birds! Systems Thinking - Redesigning Our Work, Our Teams, Ourselves Call to Action - What Will You Put Into Action?!

Coffee Break

Kimberly Wiefling
10:45 - 11:45
Catalytic Mechanisms - Effortless Ways to Change Behavior & Achieve Results

The Limits of Command and Control The 1 Million Piece Puzzle Challenge Catalytic Mechanisms - Explanation and Examples Emergent Behavior - There's No CEO in a Flock of Birds! Systems Thinking - Redesigning Our Work, Our Teams, Ourselves Call to Action - What Will You Put Into Action?!

Coffee Break

Kimberly Wiefling
12:00 - 13:15
Catalytic Mechanisms - Effortless Ways to Change Behavior & Achieve Results

The Limits of Command and Control The 1 Million Piece Puzzle Challenge Catalytic Mechanisms - Explanation and Examples Emergent Behavior - There's No CEO in a Flock of Birds! Systems Thinking - Redesigning Our Work, Our Teams, Ourselves Call to Action - What Will You Put Into Action?!

Lunch break
13:15 - 14:00

Kimberly Wiefling
14:00 - 15:30
Catalytic Mechanisms - Effortless Ways to Change Behavior & Achieve Results

The Limits of Command and Control The 1 Million Piece Puzzle Challenge Catalytic Mechanisms - Explanation and Examples Emergent Behavior - There's No CEO in a Flock of Birds! Systems Thinking - Redesigning Our Work, Our Teams, Ourselves Call to Action - What Will You Put Into Action?!

Coffee Break

Kimberly Wiefling
15:45 - 17:00
Catalytic Mechanisms - Effortless Ways to Change Behavior & Achieve Results

The Limits of Command and Control The 1 Million Piece Puzzle Challenge Catalytic Mechanisms - Explanation and Examples Emergent Behavior - There's No CEO in a Flock of Birds! Systems Thinking - Redesigning Our Work, Our Teams, Ourselves Call to Action - What Will You Put Into Action?!

Workshop 2
Workshop 2
REGISTRATION AND MORNING COFFEE
08:30 - 09:00

Dan Lefsky
09:00 - 10:30
Optimizing Your Outcomes: Creating Success on Projects, PMOs, and Startups

This workshop will be a hands-on look in how to achieve better results and to deliver better outcomes. We’ll look into accelerating organizational performance though improved structure, process, tools, automation, and team-dynamics. We’ll cover divergent areas where intended outcomes may not be aligned with activities and actions, and move toward building the link to better results. We’ll apply the lessons to your specific examples to clarify and improve results and outcomes in your own organization. For startups, the intended business targets are tied to funding and the path to monetization of an idea. For other businesses it can be product launches, site development, construction initiatives geared toward generating revenue. For climate-change programs, it’s the reduction of CO2 emissions in the atmosphere. In each of these, the quantifiable success-criteria should be tied directly work packages and activities. The workshop will be broken into components based on establishing meaningful outcomes at the beginning and then managing to ensure achievement of the desired results. We’ll work on optimization of existing processes, and the metrics and reporting that enable improved outcomes on investments and work. The end result will be a results-oriented, outcomes based model.

Coffee Break

Dan Lefsky
10:45 - 11:45
Optimizing Your Outcomes: Creating Success on Projects, PMOs, and Startups

This workshop will be a hands-on look in how to achieve better results and to deliver better outcomes. We’ll look into accelerating organizational performance though improved structure, process, tools, automation, and team-dynamics. We’ll cover divergent areas where intended outcomes may not be aligned with activities and actions, and move toward building the link to better results. We’ll apply the lessons to your specific examples to clarify and improve results and outcomes in your own organization. For startups, the intended business targets are tied to funding and the path to monetization of an idea. For other businesses it can be product launches, site development, construction initiatives geared toward generating revenue. For climate-change programs, it’s the reduction of CO2 emissions in the atmosphere. In each of these, the quantifiable success-criteria should be tied directly work packages and activities. The workshop will be broken into components based on establishing meaningful outcomes at the beginning and then managing to ensure achievement of the desired results. We’ll work on optimization of existing processes, and the metrics and reporting that enable improved outcomes on investments and work. The end result will be a results-oriented, outcomes based model.

Coffee Break

Dan Lefsky
12:00 - 13:15
Optimizing Your Outcomes: Creating Success on Projects, PMOs, and Startups

This workshop will be a hands-on look in how to achieve better results and to deliver better outcomes. We’ll look into accelerating organizational performance though improved structure, process, tools, automation, and team-dynamics. We’ll cover divergent areas where intended outcomes may not be aligned with activities and actions, and move toward building the link to better results. We’ll apply the lessons to your specific examples to clarify and improve results and outcomes in your own organization. For startups, the intended business targets are tied to funding and the path to monetization of an idea. For other businesses it can be product launches, site development, construction initiatives geared toward generating revenue. For climate-change programs, it’s the reduction of CO2 emissions in the atmosphere. In each of these, the quantifiable success-criteria should be tied directly work packages and activities. The workshop will be broken into components based on establishing meaningful outcomes at the beginning and then managing to ensure achievement of the desired results. We’ll work on optimization of existing processes, and the metrics and reporting that enable improved outcomes on investments and work. The end result will be a results-oriented, outcomes based model.

Lunch break
13:15 - 14:00

Dan Lefsky
14:00 - 15:30
Optimizing Your Outcomes: Creating Success on Projects, PMOs, and Startups

This workshop will be a hands-on look in how to achieve better results and to deliver better outcomes. We’ll look into accelerating organizational performance though improved structure, process, tools, automation, and team-dynamics. We’ll cover divergent areas where intended outcomes may not be aligned with activities and actions, and move toward building the link to better results. We’ll apply the lessons to your specific examples to clarify and improve results and outcomes in your own organization. For startups, the intended business targets are tied to funding and the path to monetization of an idea. For other businesses it can be product launches, site development, construction initiatives geared toward generating revenue. For climate-change programs, it’s the reduction of CO2 emissions in the atmosphere. In each of these, the quantifiable success-criteria should be tied directly work packages and activities. The workshop will be broken into components based on establishing meaningful outcomes at the beginning and then managing to ensure achievement of the desired results. We’ll work on optimization of existing processes, and the metrics and reporting that enable improved outcomes on investments and work. The end result will be a results-oriented, outcomes based model.

Coffee Break

Dan Lefsky
15:45 - 17:00
Optimizing Your Outcomes: Creating Success on Projects, PMOs, and Startups

This workshop will be a hands-on look in how to achieve better results and to deliver better outcomes. We’ll look into accelerating organizational performance though improved structure, process, tools, automation, and team-dynamics. We’ll cover divergent areas where intended outcomes may not be aligned with activities and actions, and move toward building the link to better results. We’ll apply the lessons to your specific examples to clarify and improve results and outcomes in your own organization. For startups, the intended business targets are tied to funding and the path to monetization of an idea. For other businesses it can be product launches, site development, construction initiatives geared toward generating revenue. For climate-change programs, it’s the reduction of CO2 emissions in the atmosphere. In each of these, the quantifiable success-criteria should be tied directly work packages and activities. The workshop will be broken into components based on establishing meaningful outcomes at the beginning and then managing to ensure achievement of the desired results. We’ll work on optimization of existing processes, and the metrics and reporting that enable improved outcomes on investments and work. The end result will be a results-oriented, outcomes based model.

Workshop 3
Workshop 3
REGISTRATION AND MORNING COFFEE
08:30 - 09:00

Agnieszka Gasperini
09:00 - 10:30
Effective relationships with Stakeholders

Most projects in today's fast-paced business world are team-based. Deadlines and deliverables are the focus of most team projects. But timelines, flowcharts, and software can't ensure that a project will be completed on time, or that a high-quality result will be delivered. To have projects run smoothly and produce deliverables on time, project teams need to be able to function as a cohesive unit and have good relationships with stakeholders. Project team members need to communicate effectively and manage themselves through the conflicts that will inevitably occur. Relationships within teams and with stakeholders are not intangible, unmanageable aspects of a project; they are the key ingredients to successful project management. Effective relationships are essential to business success. Imagine how much more effective your business and personal relationships would be if you really understood how other people see things…and could put this awareness into practice. It would be like having an instruction manual for relating with your stakeholders and team members. We will talk about SDI tool and discuss how to use it in stakeholders relations. Strength Deployment Inventory (SDI) is a self-assessment tool that helps people understand what gives them a sense of self-worth and what’s important to them when relating with others. SDI is useful to assist “traditional” project managers to manage stakeholders relationships. ▪ Stakeholder relationship building ▪ Managing conflicted situations ▪ Managing communication during contract negotiations ▪ Addressing supplier disputes ▪ Managing complex projectsUsing the SDI to help all staff dealing with stakeholders to understand how we all have different motivations and therefore have different requirements from all forms of communication. We also look at how behaviors can change when things don’t go well for us and how to vary our style with each stakeholder dependent on the situation.

Coffee Break

Agnieszka Gasperini
10:45 - 11:45
Effective relationships with Stakeholders

Most projects in today's fast-paced business world are team-based. Deadlines and deliverables are the focus of most team projects. But timelines, flowcharts, and software can't ensure that a project will be completed on time, or that a high-quality result will be delivered. To have projects run smoothly and produce deliverables on time, project teams need to be able to function as a cohesive unit and have good relationships with stakeholders. Project team members need to communicate effectively and manage themselves through the conflicts that will inevitably occur. Relationships within teams and with stakeholders are not intangible, unmanageable aspects of a project; they are the key ingredients to successful project management. Effective relationships are essential to business success. Imagine how much more effective your business and personal relationships would be if you really understood how other people see things…and could put this awareness into practice. It would be like having an instruction manual for relating with your stakeholders and team members. We will talk about SDI tool and discuss how to use it in stakeholders relations. Strength Deployment Inventory (SDI) is a self-assessment tool that helps people understand what gives them a sense of self-worth and what’s important to them when relating with others. SDI is useful to assist “traditional” project managers to manage stakeholders relationships. ▪ Stakeholder relationship building ▪ Managing conflicted situations ▪ Managing communication during contract negotiations ▪ Addressing supplier disputes ▪ Managing complex projectsUsing the SDI to help all staff dealing with stakeholders to understand how we all have different motivations and therefore have different requirements from all forms of communication. We also look at how behaviors can change when things don’t go well for us and how to vary our style with each stakeholder dependent on the situation.

Coffee Break

Agnieszka Gasperini
12:00 - 13:15
Effective relationships with Stakeholders

Most projects in today's fast-paced business world are team-based. Deadlines and deliverables are the focus of most team projects. But timelines, flowcharts, and software can't ensure that a project will be completed on time, or that a high-quality result will be delivered. To have projects run smoothly and produce deliverables on time, project teams need to be able to function as a cohesive unit and have good relationships with stakeholders. Project team members need to communicate effectively and manage themselves through the conflicts that will inevitably occur. Relationships within teams and with stakeholders are not intangible, unmanageable aspects of a project; they are the key ingredients to successful project management. Effective relationships are essential to business success. Imagine how much more effective your business and personal relationships would be if you really understood how other people see things…and could put this awareness into practice. It would be like having an instruction manual for relating with your stakeholders and team members. We will talk about SDI tool and discuss how to use it in stakeholders relations. Strength Deployment Inventory (SDI) is a self-assessment tool that helps people understand what gives them a sense of self-worth and what’s important to them when relating with others. SDI is useful to assist “traditional” project managers to manage stakeholders relationships. ▪ Stakeholder relationship building ▪ Managing conflicted situations ▪ Managing communication during contract negotiations ▪ Addressing supplier disputes ▪ Managing complex projectsUsing the SDI to help all staff dealing with stakeholders to understand how we all have different motivations and therefore have different requirements from all forms of communication. We also look at how behaviors can change when things don’t go well for us and how to vary our style with each stakeholder dependent on the situation.

Lunch break
13:15 - 14:00

Agnieszka Gasperini
14:00 - 15:30
Effective relationships with Stakeholders

Most projects in today's fast-paced business world are team-based. Deadlines and deliverables are the focus of most team projects. But timelines, flowcharts, and software can't ensure that a project will be completed on time, or that a high-quality result will be delivered. To have projects run smoothly and produce deliverables on time, project teams need to be able to function as a cohesive unit and have good relationships with stakeholders. Project team members need to communicate effectively and manage themselves through the conflicts that will inevitably occur. Relationships within teams and with stakeholders are not intangible, unmanageable aspects of a project; they are the key ingredients to successful project management. Effective relationships are essential to business success. Imagine how much more effective your business and personal relationships would be if you really understood how other people see things…and could put this awareness into practice. It would be like having an instruction manual for relating with your stakeholders and team members. We will talk about SDI tool and discuss how to use it in stakeholders relations. Strength Deployment Inventory (SDI) is a self-assessment tool that helps people understand what gives them a sense of self-worth and what’s important to them when relating with others. SDI is useful to assist “traditional” project managers to manage stakeholders relationships. ▪ Stakeholder relationship building ▪ Managing conflicted situations ▪ Managing communication during contract negotiations ▪ Addressing supplier disputes ▪ Managing complex projectsUsing the SDI to help all staff dealing with stakeholders to understand how we all have different motivations and therefore have different requirements from all forms of communication. We also look at how behaviors can change when things don’t go well for us and how to vary our style with each stakeholder dependent on the situation.

Coffee Break

Agnieszka Gasperini
15:45 - 17:00
Effective relationships with Stakeholders

Most projects in today's fast-paced business world are team-based. Deadlines and deliverables are the focus of most team projects. But timelines, flowcharts, and software can't ensure that a project will be completed on time, or that a high-quality result will be delivered. To have projects run smoothly and produce deliverables on time, project teams need to be able to function as a cohesive unit and have good relationships with stakeholders. Project team members need to communicate effectively and manage themselves through the conflicts that will inevitably occur. Relationships within teams and with stakeholders are not intangible, unmanageable aspects of a project; they are the key ingredients to successful project management. Effective relationships are essential to business success. Imagine how much more effective your business and personal relationships would be if you really understood how other people see things…and could put this awareness into practice. It would be like having an instruction manual for relating with your stakeholders and team members. We will talk about SDI tool and discuss how to use it in stakeholders relations. Strength Deployment Inventory (SDI) is a self-assessment tool that helps people understand what gives them a sense of self-worth and what’s important to them when relating with others. SDI is useful to assist “traditional” project managers to manage stakeholders relationships. ▪ Stakeholder relationship building ▪ Managing conflicted situations ▪ Managing communication during contract negotiations ▪ Addressing supplier disputes ▪ Managing complex projectsUsing the SDI to help all staff dealing with stakeholders to understand how we all have different motivations and therefore have different requirements from all forms of communication. We also look at how behaviors can change when things don’t go well for us and how to vary our style with each stakeholder dependent on the situation.