Program

12th International Congress PMI PC is a unique event that brings together professionals from around the world to share knowledge and set new paths in project management.

The conference is not only two days full of knowledge and inspiration, where own point of view will present internationally recognized project management practitioners, but also a third day, dedicated entirely to specialist workshops, which are a great opportunity for anyone who wants to learn new issues and acquire practical skills.

Last year, we hosted about 400 participants and we believe that this year the attendance will increase. Therefore, besides the great lectures, our guests will also be able to take advantage of many of the attractions we have prepared:

  • OXFOTD DEBATE
  • SPEEDMENTORING
  • ROUND TABLES
  • NETWORKING
  • CONTESTS
  • GRAND CELEBRATIONwhere prizes will be awarded in the competition for the Project of the Year and the Volunteer of the Year
  • AND MANY OTHER ATTRACTIONS

Additionally, for certificate holders, for participation in the conference, you can have 14 PDUs.

Conference 09: 00-18: 00
Grand Celebration 20:00 – 24:00
Registration from 08:00

YOU HAVE TO THERE WITH US !

Let to get acquainted with the conference schedule!

The Congress Team reserves rights to change the agenda

AGENDA

First day

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
20:30
21:00
21:30
EXCELLENCE IN LEADERSHIP
EXCELLENCE IN LEADERSHIP
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

OPENING CEREMONY - Welcome speech PMI PC

CHARLES ARAUJO - ENG - KEYNOTE
09:15 - 10:15
"Leading Your Organization into the Digital Future"

We are in the midst of a fundamental transition from the Industrial Age to the Digital Era. The result will be a world that looks and operates much differently than the one we inhabit today – and the implications for enterprise organizations and those who lead them are profound. Charles Araujo will explore the implications of this transition, deconstruct what it means to you as a leader, and what you must do to prepare to transform your organization into a Digital Enterprise. In this insightful and thought-provoking presentation, he will help you understand how the Digital Era is different from the Industrial Age, how this transition will directly impact your organization and the specific ways you will need to think differently to thrive in the Digital Era.

NETWORKING and COFFEE BREAK

OXFORD DEBATE - PL
10:30 - 12:00
"TRUST IN BUSINESS IS PROFITABLE"

LUNCH BREAK / NETWORKING
12:00 - 13:00

LUIS SEABRA COELHO - ENG
13:00 - 14:00
"To Lead Is To Serve Your Team"

This session is about servant leadership. This theory was first presented by Robert Greenleaf in his essay "The Servant as Leader", which is a very short but dense text that is in the origin of numberless books (101 pages of results if you search for "servant leadership" in Amazon). This relevance is also recognized by the PMI: there was a 3 day workshop about servant leadership on the 2016 Leadership Institute Master Class. This session aims to translate all this theory to plain English and put it in practical terms. For instance, the name "servant leader" may be inconsistent at a first glance as you may think that you are either a servant or a leader. The fact is that we all understand this concept already as this is what we do with our own kids and this is what our parents did with us. Don't you serve your kids in the sense that you will do everything you can to make them become what they can or want to be? But you let them tell you what to do, do you? So this is the basis for this leadership theory, to serve something bigger than yourself - may that be your kids, your team, your company, or whatever. In practice, this session is based on the concepts of: - the leader as the one providing the vision, - the servant as the one put everyone on board to reach the vision , and - a sort of "servant leader manifesto" that provides the guidelines in which the servant-leader moves.These guidelines are: - to serve first: to grow your team - to value relationships over status: my kids are more important than my CEO - to steward instead of owning: what will I leave when I die? - to share the power: the whole is bigger than the sum of the parts - to value the needs instead of the wants: see further, as far as possible - to provide a virtuous cycle of service: the ethical context of the vision of a better world

NETWORKING and COFFEE BREAK

PAWEŁ DĄBROWSKI - ENG
14:15 - 15:15
"Effective Teams – 10 Smart Tips That Will Make Them Happen"

Teams that are able to achieve superior results is one of the essential way to deal with increasing project complexities, tighter deadlines, rapid technology change and pressures to use resources in an increasingly efficient way. Simple synergy is no longer sufficient. The expectations are that the teams will be: - Competent and experienced - Adaptive and flexible - Effective and efficient Development of such teams requires a great effort and is often a long-term initiative. Therefore, it makes sense to identify what really makes the difference from the perspective of the team performance. In my presentation I will give you practical tips on: - Things that have an obvious impact on team performance but are not so easy to achieve. - Things commonly perceived as important, but with a rather disappointing or limited actual value. - Things that we tend to neglect, but they are absolutely essential. - Things that are a lot easier to achieve than we believe. - Things that we wrongly define and implement and consequently we spoil the teams instead of improving them. I will provide real-life case-studies and practical recommendations, tools or examples.

NETWORKING and COFFEE BREAK

PAWEŁ TKACZYK - PL
15:30 - 16:30
"Kreatywność Zamieniona Na… Liczby. Czyli O Sprzedawaniu Projektów Za Pomocą Opowieści"

Badanie HBDI określa, która część Twojego mózgu dominuje kiedy podejmujesz decyzje. Jeśli żyjesz w cyfrach, tabelkach i projektach jest spora szansa, że jesteś napędzany „kontrolą”. W przeciwieństwie do ludzi powszechnie uważanych za kreatywnych, których zwykle napędza „wizja”. Ale czy na pewno? Opowiem Ci o dwóch rodzajach kreatywności: dobrej i złej. Ta pierwsza w znacznym stopniu opiera się o… szablony. A to świetna wiadomość dla ludzi, którzy żyją w cyfrach i tabelach.

NETWORKING and COFFEE BREAK

PIOTR MUSZYŃSKI - ENG - KEYNOTE
16:45 - 17:45
"Community of Practice - The Heart of Organisation's Learning Process”

Nowadays human expertise is a crucial player in organisation growth, considered to be an asset as important as other economic resources. From private entrepreneurs to whole organisations we have tried probably everything there is to support innovative practices, better decision making capabilities and, what is the most important, unleash the huge dormant potential of employees. But what is the most effective and efficient mechanism to do that? The answer brings us actually back to something we have done as a species for thousands of years – then called “Tribal Knowledge”, now a “Community of Practice”. Such community brings together experts, enthusiasts, mentors and mentorees in any given field. Members of these communities are at the heart of the learning process and allow the organisation to move to the next level of evolution: from using the “sum of all the knowledge” to exploiting “collective wisdom”, also known as “co-intelligence”…

CLOSING 1st DAY OF CONGRESS

GRAND CELEBRATION
20:00 - 22:30
Networking, contest prizes and more!

PMI Project of the year - winners of the competition PMI Volunteer of the year - winners of the competition

BUSINESS & STRATEGY
BUSINESS & STRATEGY
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

OPENING CEREMONY - Welcome speech PMI PC

CHARLES ARAUJO - ENG - KEYNOTE
09:15 - 10:15
"Leading Your Organization into the Digital Future"

We are in the midst of a fundamental transition from the Industrial Age to the Digital Era. The result will be a world that looks and operates much differently than the one we inhabit today – and the implications for enterprise organizations and those who lead them are profound. Charles Araujo will explore the implications of this transition, deconstruct what it means to you as a leader, and what you must do to prepare to transform your organization into a Digital Enterprise. In this insightful and thought-provoking presentation, he will help you understand how the Digital Era is different from the Industrial Age, how this transition will directly impact your organization and the specific ways you will need to think differently to thrive in the Digital Era.

NETWORKING and COFFEE BREAK

OXFORD DEBATE - PL
10:30 - 12:00
"TRUST IN BUSINESS IS PROFITABLE"

LUNCH BREAK / NETWORKING
12:00 - 13:00

OLIVIER LAZAR - ENG
13:00 - 14:00
Inertia & Entropy, A Deadly Poison For The Organization And Its Remedy: Organizational Agility

In the implementation of Organizational Strategy, and its execution throughout Portfolio Management, companies encounter two major pitfalls: Organizational Inertia and Organizational Entropy. Organizational Inertia is the factor reducing the readiness and reactivity of an organization to confront its dynamic business environment. Organizational Entropy is the aspect reducing the level of control and blurring the strategic horizon. The combination of these two factors lead to ineffectiveness, wastes and inefficiencies. Let's explore how the PMO and the Portfolio governance must be structured to support the organization in countering these dreadful effects and gain Organizational Agility and Change readiness.

NETWORKING and COFFEE BREAK

MATT FOURIE - ENG
14:15 - 15:15
How to use Critical Thinking Skills to Strategize Optimal Project Performance – A Client Case in Point!

A project is a dynamic execution of static plans, based on the circumstances experienced in each applicable situation. Most of these situations presented would be unique in nature and most of them never experienced before. The project managers need to use critical thinking skills that would enable him and his team to navigate these challenges in such a way that they still meet the original Project Mandate.Based on business case we go through various strategies need to be considered such as resourcing, rightsizing, agile execution, concurrent engineering, escalations and stakeholder buy-in. Flexible and highly effective collaborative problem solving approaches need to be employed to ensure successful implementation activities. Therefore, each project should be treated as unique and the following needs to be considered and thought through: • What type of project is this? How would this influence our scarce SMEs? • Do we have the in-house ability (Business Analyst & Solution Analyst) to scope and execute this project? Do we have the ability to do a “Proof of Concept”? • Are all stakeholders aligned in their expectations or do we have to do something special to get them all aligned? Have we identified the correct stakeholders? • Are we going to use a “waterfall” or agile approach or a combination of both? • What problem solving tools will we provide to our project leaders to solve incidents, problems and do decisions in an agile way?The ability to use proven and commonly supported critical thinking processes will ensure an orderly progression of decisions that would ensure the project stays on track and critical path.

NETWORKING and COFFEE BREAK

PROJECT OF THE YEAR AWARD / SURPRISE SPEECH - PL
15:30 - 16:30

NETWORKING and COFFEE BREAK

PIOTR MUSZYŃSKI - ENG - KEYNOTE
16:45 - 17:45
"Community of Practice - The Heart of Organisation's Learning Process”

Nowadays human expertise is a crucial player in organisation growth, considered to be an asset as important as other economic resources. From private entrepreneurs to whole organisations we have tried probably everything there is to support innovative practices, better decision making capabilities and, what is the most important, unleash the huge dormant potential of employees. But what is the most effective and efficient mechanism to do that? The answer brings us actually back to something we have done as a species for thousands of years – then called “Tribal Knowledge”, now a “Community of Practice”. Such community brings together experts, enthusiasts, mentors and mentorees in any given field. Members of these communities are at the heart of the learning process and allow the organisation to move to the next level of evolution: from using the “sum of all the knowledge” to exploiting “collective wisdom”, also known as “co-intelligence”…

CLOSING 1st DAY OF CONGRESS

GRAND CELEBRATION
20:00 - 22:30
Networking, contest prizes and more!

PMI Project of the year - winners of the competition PMI Volunteer of the year - winners of the competition

DIGITAL TRANSFORMATION
DIGITAL TRANSFORMATION
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

OPENING CEREMONY - Welcome speech PMI PC

CHARLES ARAUJO - ENG - KEYNOTE
09:15 - 10:15
"Leading Your Organization into the Digital Future"

We are in the midst of a fundamental transition from the Industrial Age to the Digital Era. The result will be a world that looks and operates much differently than the one we inhabit today – and the implications for enterprise organizations and those who lead them are profound. Charles Araujo will explore the implications of this transition, deconstruct what it means to you as a leader, and what you must do to prepare to transform your organization into a Digital Enterprise. In this insightful and thought-provoking presentation, he will help you understand how the Digital Era is different from the Industrial Age, how this transition will directly impact your organization and the specific ways you will need to think differently to thrive in the Digital Era.

NETWORKING and COFFEE BREAK

OXFORD DEBATE - PL
10:30 - 12:00
"TRUST IN BUSINESS IS PROFITABLE"

LUNCH BREAK / NETWORKING
12:00 - 13:00

ROBERT PŁAWIAK - PL
13:00 - 14:00
"Dokonać Transformacji Cyfrowej z IT (Information Technology) to Znaczy? “LET’S TALK ABOUT IT” , “LET’S DO IT”, “IT WORKS”

Zajmując się zagadnieniami transformacji cyfrowej w biznesie napotykasz codziennie setki nowych innowacyjnych technologii. Technologii IT , która ma zmienić dotychczasowe przyzwyczajenia, automatyzować procesy, usuwać marnotrawstwa. Czy w związku z tym zarządzanie wdrożeniem projektów z wykorzystaniem IoT, AI, Machine Learning, BigData itd. to jest remedium na dokonanie transformacji cyfrowej ? W trakcie wykładu wprowadzę Was w świat inercji, jaki sam napotkałem dokonując transformacji biznesowej, cyfrowej. Wystąpienie będzie odnosić się do przebytych doświadczeń i osobistych refleksji co zrobiłem a czego nie zrobiłem. Co można było zrobić lepiej i czy lepsze jest naprawdę wrogiem dobrego ?

NETWORKING and COFFEE BREAK

TOMASZ RUDOLF - PL
14:15 - 15:15
"Garażowe Innowacje w Korporacjach - czyli Jak Realizować Transformacje Biznesu Czerpiąc z Kultury Startupów?”

Głową muru nie przebijesz, czyli dylematy korporacyjnych innowatorówPracuj jak startupy - jak firmy takie jak Adobe, Google, Cisco i Coca-Cola inkubują biznesy przyszłości i realizują transformację biznesuPracuj ze startupami realizując transformację- korporacje jako klient, partner i inwestor W/w materiały zamieszczone zostały na stronie Kongresu oraz będą używane jako materiały promocyjne dla naszego Kongresu, social media.

NETWORKING and COFFEE BREAK

KAIMAR KARU - ENG
15:30 - 16:30
"Project Manager's Role in Digital Transformation"

Digital Transformation is keeping executives awake at night and Agile might be taking over the world, but this does not mean the need for project management has disappeared. The problem is that many organizations are confusing project management with product management, and completely ignoring program and portfolio management disciplines, which leads to huge waste and a graveyard of failed "transformation" initiatives. It doesn't help that project management is often associated with waterfall delivery - something that was never supposed to be put in use for software projects, and is associated with pure pain in many organizations. The role and potential value of project management have definitely changed. The session covers key practices and skills project managers need to have to support organizations on their Digital Transformation journey, based on my 15+ years of experience of working in the worlds of Agile, Service Management, and DevOps.

NETWORKING and COFFEE BREAK

PIOTR MUSZYŃSKI - ENG - KEYNOTE
16:45 - 17:45
"Community of Practice - The Heart of Organisation's Learning Process”

Nowadays human expertise is a crucial player in organisation growth, considered to be an asset as important as other economic resources. From private entrepreneurs to whole organisations we have tried probably everything there is to support innovative practices, better decision making capabilities and, what is the most important, unleash the huge dormant potential of employees. But what is the most effective and efficient mechanism to do that? The answer brings us actually back to something we have done as a species for thousands of years – then called “Tribal Knowledge”, now a “Community of Practice”. Such community brings together experts, enthusiasts, mentors and mentorees in any given field. Members of these communities are at the heart of the learning process and allow the organisation to move to the next level of evolution: from using the “sum of all the knowledge” to exploiting “collective wisdom”, also known as “co-intelligence”…

CLOSING 1st DAY OF CONGRESS

GRAND CELEBRATION
20:00 - 22:30
Networking, contest prizes and more!

PMI Project of the year - winners of the competition PMI Volunteer of the year - winners of the competition

First day

Second day

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
20:30
21:00
21:30
EXCELLENCE IN LEADERSHIP
EXCELLENCE IN LEADERSHIP
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME SPEECH - PMI PC

JOSEPH FLAHIFF - ENG - Keynote
09:15 - 10:15
"Don't Let Anyone TRANSFORM Your Organization Let There Be Agile Formation Instead."

The traditional model of agile transformation has significant flaws and is very expensive. The Agile Formation process is designed to be a new model for bribing agility to an organization. A more organic approach that is designed to create a long term self-sustaining agile organization that is not dependent upon high paid consultants.

NETWORKING and COFFEE BREAK

PETER IVANOV - ENG
10:30 - 11:30
"Virtual Power Teams – How To Deliver Projects Quicker, Reduce Cost and Develop Your Organization For The Future!"

Nowadays many large Projects have their Team spread in several locations. The possibilities for physical meeting or face-to-face conversation in such Virtual Project teams are strongly limited. Often when a Projects team is dispersed they suffer delays and sometimes complete failure. Peter Ivanov is an international Manager and Virtual Teams Expert. His method “Virtual Power Teams” is proven in practice and has won multiple corporate awards among which are the "Best of the Best" in 2007 and the Global "IT Connect Award" in 2012. Using Peter’s techniques, you can deliver Projects quicker, reduce your cost significantly and develop your Organization for the Future!

NETWORKING and COFFEE BREAK

MARCIN ŻMIGRODZKI - PL
11:45 - 12:45
"Podnoszenie Efektywności Zespołów Projektowych Metodą Formalną i Nieformalną. Wnioski z Pięcioletniego Eksperymentu"

Już w czasach starożytnych można znaleźć przykłady niezwykle sprawnej budowy obozów warownych przez legiony rzymskie, gdzie grupa wojskowych fachowców wykorzystując doświadczenia pokoleń i zorientowana na perfekcyjne wykonanie swojego zakresu prac doprowadzała do b. sprawnej i szybkiej realizacji zadań. Dwa główne podejścia do projektów kaskadowe i zwinne sugerują dwie drogi organizacji zespołów. Tworzenie formalnych zasad i samoorganizację. W eksperymencie trwającym od 2012 roku na 700 uczestnikach zmierzono wpływ obu tych podejść na efektywność zespołów. W trakcie wykłady zostaną przybliżone wnioski płynące z tego eksperymentu. W drugiej części wystąpienia przeprowadzony zostanie prosty eksperyment na publiczności ilustrujący nieformalny proces uczenia się zespołów poprzez komunikację i pozytywne przenikanie się wiedzy i doświadczeń, co finalnie prowadzi do wzrostu kompetencji i szybkości działania zespołów.

LUNCH BREAK / NETWORKING
12:45 - 13:45

GABRIEL SZNAJDER - PL
13:45 - 14:45
"A Gdyby Życie Wielu Osób Zależało Od Powodzenia Twojego Następnego Projektu? – czyli Czego PM Może Nauczyć Się Od Branży Lotniczej."

Lot Avianca 52 na 45min przed lądowaniem w JFK ma zapas paliwa na 2,5h dalszego lotu. Jednak spada 10min od pasa z pustymi zbiornikami zabijając 73 osoby. W 2012r, w jednym dniu, trzy samoloty RyanAir zgłosiły Mayday i lądowały awaryjnie w Walencji. Jakie były organizacyjne przyczyny tych zdarzeń i jakie branża lotnicza wyciągnęła z nich wnioski? Jako Kierownicy Projektów, lecąc do pracy czy na wakacje spokojnie powierzamy swoje życie w ręce inżynierów, pilotów i obsługi naziemnej, oczekując pełnego powodzenia podejmowanych przez nich zadań. Ufamy, że stosowane przez nich procedury i praktyki dowiozą nas bezpiecznie do celu, w terminie i w budżecie. Warto zaczerpnąć z tak bogatego źródła wiedzy i przeszczepić do swojego zespołu wybrane elementy, zaczynając od podejścia do planowania, przez standardy komunikacji, po kulturę badania incydentów i gromadzenia wiedzy.

NETWORKING and COFFEE BREAK

ROUND TABLES - PL / ENG
15:00 - 16:00
Follow us - more information soon

NETWORKING and COFFEE BREAK

KIMBERLY WIEFLING - ENG - KEYNOTE
16:15 - 17:15
"Leadership for Achieving the “Impossible”

When NASA was working on sending a man to the moon they created an “Office of Impossible Projects” to handle challenges that no one knew how to overcome. One by one “impossible” became merely difficult. Unfortunately most workplaces don’t encourage this kind of bold approach! And almost no teams think to celebrate mistakes or embrace failure as a path to new possibilities. And yet many organizations claim they want their people to be creative and innovative. Really?!! Why didn’t record companies invent iTunes? Why didn’t telephone companies invent the smart phones? Nokia, the innovative company that emerged from nowhere to beat Motorola in the digital cell phone market, saw their 60% market share fall to zero within 6 years! In face, many companies that were wildly successful no longer exist, including Kodak, Compaq, Pan Am, Enron, Radio Shack, Blockbuster and Sun Microsystems. Trapped by their own success, market leaders become complacent – even arrogant, learn to reduce risk and avoid mistakes and failures. As a consequence they squelch or kill innovation and creativity, and ignore disruptions in their industry that should cause them great concern. This makes them vulnerable to global competition from new or more aggressive companies with less to lose as well as disruptive innovation that they could not imagine. This presentation will explore the biggest barriers to breakthroughs in ourselves, our teams, and our organizations, and practical ways to promote risk-taking, thinking differently, and sparking innovative thinking in our organizations. Highlights • Research on the Real-world Barriers to Creativity and Innovation • Relationship of Creativity to Innovation • Examples of Successful and Failed Companies as well as Accidental Innovation • Practical ways to Increase innovation, including: • Stop Killing It! • Generous Listening & Possibility Speaking • Celebrate Risk-taking & Learn from Mistake-making • Re-interpret Failure – Fail Forward • Re-invent Yourself Starting with Your Socks!

CLOSING 2nd DAY OF CONGRESS

BUSINESS & STRATEGY
BUSINESS & STRATEGY
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME SPEECH - PMI PC

JOSEPH FLAHIFF - ENG - Keynote
09:15 - 10:15
"Don't Let Anyone TRANSFORM Your Organization Let There Be Agile Formation Instead."

The traditional model of agile transformation has significant flaws and is very expensive. The Agile Formation process is designed to be a new model for bribing agility to an organization. A more organic approach that is designed to create a long term self-sustaining agile organization that is not dependent upon high paid consultants.

NETWORKING and COFFEE BREAK

SYLWIA BILSKA - PL
10:30 - 11:30
Czy istnieje uniwersalny model wdrażania strategii biznesowej? 

Od lat biznes boryka się z wyegzekwowaniem strategii biznesowej.  Temat jest nadal aktualny pomimo usilnych starań i ciągłych zmian zarówno organizacyjnych jak i otoczenia biznesowego. Bazując na przykładach przedyskutujemy jakie warunki stworzyć aby przekuć strategię biznesową w sukces biznesowy

NETWORKING and COFFEE BREAK

ALEXANDRE REZENDE - ENG
11:45 - 12:45
"Can Portfolio Management Strategy Really Stop My Headaches?"

In the last years, project management shifted from being a differentiator to a minimum requirement in project driven companies or departments. However, lack of individual solid view from a project is still providing headaches to the upper management who is more often seeking for a holistic and unified view. Having a portfolio perspective in place is not as simple as it sounds while including different corners stones into the already complex equation: global projects developed and implemented with multicultural blended teams split all around the world. In this direction, this presentation aims to differentiate best practices from challenges faced while designing and rolling out a global portfolio strategy in 5 continents and share the framework which is currently being implemented that covers the “complete chain”: from idea generation to benefit measurement.

LUNCH BREAK / NETWORKING
12:45 - 13:45

BORYS STOKALSKI - PL
13:45 - 14:45
"Na Skraju Technologicznej Osobliwości"

Na skraju technologicznej osobliwości. Dokąd prowadzi cyfrowa transformacja biznesu? Ekonomiczne i społeczne skutki techno-ewolucji. Modele ekonomiczne cyfrowego biznesu - gospodarka wrażeń, zaufania i zaangażowania, Hollywood Economics. Główne opcje strategiczne w transformacji cyfrowej. Znaczenie i konsekwencje przewagi informacyjnej. Model referencyjny OODA, jego przydatność dla doskonalenia przewagi informacyjnej. Autonomiczna firma - utopia czy nieuchronność. Przykłady autonomicznych firm i ich komponentów architektonicznych. Rola ludzi w autonomicznej organizacji. Jak jest przyszłość zarządzania?

NETWORKING and COFFEE BREAK

LESZEK ORZECHOWSKI - PL
15:00 - 16:00
"Podbój Kosmosu - Lekcje Dla Biznesu"

Podbój kosmosu przyniósł ze sobą mnóstwo innowacji i pokazał, że stawianie sobie ambitnych celów potrafi dać świetne rezultaty. Przemysł kosmiczny jest wyjątkowy i "standardowy" biznes może się z niego dużo nauczyć. W tym przemówieniu Leszek pokaże najważniejsze lekcje.

NETWORKING and COFFEE BREAK

KIMBERLY WIEFLING - ENG - KEYNOTE
16:15 - 17:15
"Leadership for Achieving the “Impossible”

When NASA was working on sending a man to the moon they created an “Office of Impossible Projects” to handle challenges that no one knew how to overcome. One by one “impossible” became merely difficult. Unfortunately most workplaces don’t encourage this kind of bold approach! And almost no teams think to celebrate mistakes or embrace failure as a path to new possibilities. And yet many organizations claim they want their people to be creative and innovative. Really?!! Why didn’t record companies invent iTunes? Why didn’t telephone companies invent the smart phones? Nokia, the innovative company that emerged from nowhere to beat Motorola in the digital cell phone market, saw their 60% market share fall to zero within 6 years! In face, many companies that were wildly successful no longer exist, including Kodak, Compaq, Pan Am, Enron, Radio Shack, Blockbuster and Sun Microsystems. Trapped by their own success, market leaders become complacent – even arrogant, learn to reduce risk and avoid mistakes and failures. As a consequence they squelch or kill innovation and creativity, and ignore disruptions in their industry that should cause them great concern. This makes them vulnerable to global competition from new or more aggressive companies with less to lose as well as disruptive innovation that they could not imagine. This presentation will explore the biggest barriers to breakthroughs in ourselves, our teams, and our organizations, and practical ways to promote risk-taking, thinking differently, and sparking innovative thinking in our organizations. Highlights • Research on the Real-world Barriers to Creativity and Innovation • Relationship of Creativity to Innovation • Examples of Successful and Failed Companies as well as Accidental Innovation • Practical ways to Increase innovation, including: • Stop Killing It! • Generous Listening & Possibility Speaking • Celebrate Risk-taking & Learn from Mistake-making • Re-interpret Failure – Fail Forward • Re-invent Yourself Starting with Your Socks!

CLOSING 2nd DAY OF CONGRESS

DIGITAL TRANSFORMATION
DIGITAL TRANSFORMATION
REGISTRATION AND MORNING COFFEE
08:00 - 09:00

WELCOME SPEECH - PMI PC

JOSEPH FLAHIFF - ENG - Keynote
09:15 - 10:15
"Don't Let Anyone TRANSFORM Your Organization Let There Be Agile Formation Instead."

The traditional model of agile transformation has significant flaws and is very expensive. The Agile Formation process is designed to be a new model for bribing agility to an organization. A more organic approach that is designed to create a long term self-sustaining agile organization that is not dependent upon high paid consultants.

NETWORKING and COFFEE BREAK

Transformacja cyfrowa jest na liście priorytetów niemal każdej organizacji. To szaleństwo trwa już nieprzerwanie od wielu lat. Czas na podsumowanie. Jakie są doświadczenia rynkowe i najlepsze praktyki? Co decyduje o sukcesie i jak sprawić, aby firma nie ugrzęzła w zmianie, która nie przynosi rezultatów? Jak zaprojektować, przeprowadzić i utrzymać wysokie tempo zmian w firmie i zapewnić jej sukces rynkowy. Transformacja cyfrowa to transformacja totalna – od pewnego momentu nic niż nie będzie takie, jak dawniej. Sprawdź w jakim zakresie Twoja organizacja jest na nią gotowa.

NETWORKING and COFFEE BREAK

BARTŁOMIEJ SMOCZYŃSKI oraz MAŁGORZATA MARCINKOWSKA - PL
11:45 - 12:45
"Jak Wykorzystać Metodyki Agile Do Przekonania Decydentów Do Innowacyjności i Do Przeprowadzenia Zmiany Cyfrowej Na Poziomie Globalnym"

Na przykładzie przypadków wdrażania innowacji i transformacji cyfrowej pokażemy praktyczne wskazówki jak pozyskiwać wiedzę, jak pracować nad identyfikacją osób/ działów które najlepiej rozumieją zmianę lub mogą chciec ją wesprzeć, jak udrazaniać wspólpracę biznesu i IT, jak biznes może uczyć się od IT, jednocześnie pozwalając IT zrozumieć wyzwania przed jakimi stoi, jak radzić sobie z edukacją kadry i akceptacją nowych procesów i modeli współpracy. Przykłady będą omówione w ramach dialogu pomiędzy dwoma prelegentami, który pomoże atrakcyjnie pokazać róże role.

LUNCH BREAK / NETWORKING
12:45 - 13:45

AGNIESZKA WALEWSKA - ENG
13:45 - 14:45
"Business process automation"

When we think of projects and programs of business transformations, what are they usually supposed to achieve? What are common constrains, what processes, sub-groups and groups are engineered? We will hear about the business processes, challenges for automation, as well as a view on technology trends and stages of business process automation with closer look at robotics process automation (RPA). Certainly the most important is the topic of benefits and pitfalls of robotics process automation - business view on yielding value from RPA projects. We will have a short snapshot of types of RPA projects, their challenges, further steps that need to be considered. Finally, focus will be put on shared service centres and how transformation and automation will impact their future.

NETWORKING and COFFEE BREAK

LUC HENDRIKX - ENG
15:00 - 16:00
"Can Digital Innovation Come From Within The Corporation and is There a Role for Project Managers?"

CIONET is active in 18 countries and has over 6800 members. Within this community, we observe three distinctly different approaches to digital innovation: Buy: Start-ups and scale-ups are much better equipped to innovate. Let’s invest Make: With the talent and the culture that we have ourselves and within our partners, we can continuously re-invent ourselves ! Hybrid: Sometimes we invent, sometimes we buy   Each of these models has its own advantages and disadvantages, but they all require strong project management. However, the expectations from the project managers are very different in each model.

NETWORKING and COFFEE BREAK

KIMBERLY WIEFLING - ENG - KEYNOTE
16:15 - 17:15
"Leadership for Achieving the “Impossible”

When NASA was working on sending a man to the moon they created an “Office of Impossible Projects” to handle challenges that no one knew how to overcome. One by one “impossible” became merely difficult. Unfortunately most workplaces don’t encourage this kind of bold approach! And almost no teams think to celebrate mistakes or embrace failure as a path to new possibilities. And yet many organizations claim they want their people to be creative and innovative. Really?!! Why didn’t record companies invent iTunes? Why didn’t telephone companies invent the smart phones? Nokia, the innovative company that emerged from nowhere to beat Motorola in the digital cell phone market, saw their 60% market share fall to zero within 6 years! In face, many companies that were wildly successful no longer exist, including Kodak, Compaq, Pan Am, Enron, Radio Shack, Blockbuster and Sun Microsystems. Trapped by their own success, market leaders become complacent – even arrogant, learn to reduce risk and avoid mistakes and failures. As a consequence they squelch or kill innovation and creativity, and ignore disruptions in their industry that should cause them great concern. This makes them vulnerable to global competition from new or more aggressive companies with less to lose as well as disruptive innovation that they could not imagine. This presentation will explore the biggest barriers to breakthroughs in ourselves, our teams, and our organizations, and practical ways to promote risk-taking, thinking differently, and sparking innovative thinking in our organizations. Highlights • Research on the Real-world Barriers to Creativity and Innovation • Relationship of Creativity to Innovation • Examples of Successful and Failed Companies as well as Accidental Innovation • Practical ways to Increase innovation, including: • Stop Killing It! • Generous Listening & Possibility Speaking • Celebrate Risk-taking & Learn from Mistake-making • Re-interpret Failure – Fail Forward • Re-invent Yourself Starting with Your Socks!

CLOSING 2nd DAY OF CONGRESS

Second day