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.

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?

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.

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

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.

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.

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”.

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.

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.

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.

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.

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)

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.

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.

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.

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?!

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?!

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?!

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?!

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?!

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.

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.

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.

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.

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.

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 projects Using 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.

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 projects Using 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.

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 projects Using 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.

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 projects Using 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.

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 projects Using 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.