- Exec Perspective
- Future Readiness
- Resource and Stakeholder Management
- Executive Perspective
- Organizational Change Management
Outcomes-focus and what that means.The word “outcomes” is getting plenty of attention at the moment. But what exactly does the word mean – apart from something “more” than we are doing now with projects? In this session we will learn more about why clearly defined outcomes address many of the issues we have with project execution.
Many organizations are evolving their Project Management Office (PMO) evolve into a Value Management Office (VMO). Scott and Laura explore what this means, why this is happening, and how you can go about this in a safe and timely manner.
HELP! All we keep hearing about is Agile! Be agile, do agile, think agile, agile is a mindset! BUT, what if your organization / department is not ‘ready’ for agile! Are you ‘stuck’ with “waterfall” – or – “traditional” project management? OR… are you in the lane of “well, we are doing iterative waterfall and we are just ‘calling’ it agile”! There IS a way to still be “waterfall” and bring some “Agile” principles in! It’s W-AGILE!!! This may not be an ‘official thing’ (wink, wink) – but, I will share some experiences and tips to help Project Managers and PMO Leaders to either lean out your waterfall – or- help you baby step toward Agile. You don’t wanna miss it!
The world is changing faster than ever, and the next disruption is just around the corner. Many companies are therefore well on their way on an agile transformation to become more adaptive and resilient, but many experience that the transformation does not provide the business value they had imagined in advance and new challenges emerge.In this presentation, we will dive into why some of the challenges arise and how to get your agile transformation right. Based on Complexity Thinking and Dave Snowden’s Cynefin framework we will look at where the agile principles and methods help – but also where to take care and where an agile approach does more harm than good.
We know all too well about the problem of scope creep within traditional projects, and agile has gained in popularity due to its emphasis on embracing change. This does not mean that scope is no longer an issue though. This presentation will focus on two concepts pivotal within agile; definition of done and definition of ready. We will explore who is involved in defining what is doable and the cooperation required between the client, the team and the agile project manager.
If you’re trying to figure out how to increase speed and get to outcomes faster for your projects, looking to just incorporate more Agile best practices, or are maybe confused about where to start and what Agile really means anyway, this session is for you. We’re going to talk about the fundamentals of Agile and how your project teams and PMO can benefit from adding Agile into your project process – starting with simple baby steps.
Are you using an established Agile framework in your company, but you feel things got stuck and you cannot improve your teams? Sprint by sprint you think things got mechanic, and no real WOW? — You need to ask the right questions to ask to diagnose where your company is in terms of Agility. In a framework based on key Agile values, I show you how to use Accountability, Learning, Motivation and Autonomy to unlock the power of your teams! I present you to A.L.M.A., the essence of your company! By the use of real-life use cases, you learn how to assess Agility within your teams using the framework, and leave with action items on the right areas to focus. Are you ready to take the next step into your Agile journey?
With limited time we need to focus on practical ways to develop our skills. In our session, Elise we will discuss the 6 essential skills for 2025 - Practical tips on how to grow and apply at work
During this presentation, Emma-Ruth will explore the future of PMO now that the ‘new normal’ points more and more towards remote working and digital services, with practical tips on how to digitalize your PMO whilst avoiding any compromise on governance, standards, and community activities.
Eileen will talk about the PMO Competency Framework – how it benefits both individuals and organisations. There’s a lot to go into – the competences, knowledge, skills and behaviours – in the different levels of roles in the different contexts of PMOs.
Artificial intelligence, robotic process automation, big data and analytics, machine learning and deep learning, internet of things, blockchain, quantum computing — all of these tech trends (and more!) are not just accelerating exponentially, they are compounding upon each other in innovative, synergistic ways that very few of us can anticipate. How do you plot a career path or even a learning strategy in such a fast moving and uncertain landscape; how do you prepare yourself for the unknown? This presentation will address the bewilderment that many of you feel when faced with the emergence of new, difficult to understand technologies and will give you the mindset and framework you need to embrace this change and find your place in the new world.
Choice is always complex. Humans prefer simplicity, that more often leads to poor choice, limited planning, and rapid execution of poorly adopted results. We call for diversity, though operate in constrained polarity, isolation, and for rapid results without consideration to 200,000 years of human evolution and social psychology. We are never right OR wrong, we are always a blend of right AND wrong. We choose the present want over the long term need, we accommodate immediate demands over long term success. We act before we think. A better understanding of the human mechanism aids development of more successful strategies and processes – resulting in change that people both adopt and support sustainably.
In the next five years, the world will see more projects than ever. The reconstruction of the economy, healthcare, social care, and society at large after the devastating global pandemic crisis, will be unprecedented in human history. According to McKinsey, Governments’ have announced $10 trillion in reconstruction funds just in the first two months of the crisis, which is three times more than the response to the 2008–09 financial crisis. These are millions of projects, which will need millions of project managers and PMOs. However, despite this positive outlook, significant trends will put at stake the project management profession and the role of the PMO that we have learned to know in the past 40 years. We should consider these signals as an urgent call for profound change in our practices and a much needed in our competencies. A small price to pay compared to the unique opportunity that the project management profession has to lead what I call our new world driven by change.
Coaching has traditionally been available to problem people and to high-potential employees. Group coaching offers the rest of us access to the wonders of coaching. Many people have no idea what to expect, are confused about the difference between mentors, consultants, trainers, counselors and coaches. Attendees will discover how coaching can help them be their best – in all walks of life. Attendees will be able to explain what coaching is and how it works Attendees will have a selection of coaching tools and questions to work with in order to make a positive impact on the people around them.
Ethical behavior, decisions and interactions are core to establishing the credibility of our PMOs. In this session Dev Ramcharan talks about how the use and adaptation of PMI’s code of ethics for PMs can act as an anchor for our PMOs and can enhance their reputation for reliability and trustworthiness as sources of truth.
How do you lead, how do you influence as a project manager, with no official authority? Gathering pertinent information for a project, building rapport, facilitating meetings, knowing what tools and techniques to use and when. In order to be successful as a leader, there are different methods for solving different types of problems.
Since the early 2000s "trust" has been the "gold" standard trait that teams should invest in developing so that they can achieve performance results with less friction and stress. Yet, many teams still fall short of fulfilling their potential. The missing link is "respect." If team leaders stop at trust the team will fall short of achieving its potential. As we've seen in recent years in society in general basic respect for fellow humans seems to be lacking. You can trust someone you don't respect, but you cannot respect someone you don't trust, so it's time to get beyond trust and aspire to a higher standard.
The pandemic has been terrible and continues to challenge us, but it is also the single greatest opportunity you will ever have to shift and grow your business. Healthy people are our most important asset and human connection is about trust. When we know you as a person, we can connect to you. What you have to say becomes something we want to hear. We now realize technology is a necessity as we continue to need to stay at a safe distance from others. Now, more than ever, we are depending on technology to both navigate and change the outcomes of the pandemic — from working remotely, to virtual meetings and networking, to online learning. Technology offers up new ways of doing things and new opportunities while presenting its own challenges. But … How do we continue to connect and lead on a human level? Finding the New Path Forward What matters now is finding the right “recipe” to create those new paths and opportunities for collaboration, connecting, and having fun. Many of the main recipe ingredients needed will be praise, gratitude, and employee happiness and retention.
Behind every successful project is a sponsor—a role identified as one of the most critical to project success by the Project Management Institute. So, how can you develop a strong partnership and what can you do when the sponsor is not engaged? What steps can be taken to help drive that engagement and ensure there is buy-in at the senior level? This workshop helps project managers, and their teams build meaningful relationships with their project sponsors, regardless of project management methodology. Examining the role of the project sponsor throughout the project lifecycle, we explore common misunderstandings between PM and sponsor, and how to address them in ways that foster trust and facilitate progress.
In the end the only value of projects is the execution of the company strategy! The OKR framework (Objectives & Key Results) is wildly used in leading tech companies to adjust the initiatives with the strategy and adjust all teams amongst each other which empowers dramatic positive results. The value of an PMO is directly related to how good the projects (initiatives) are aligned with strategy and executed – to achieve this the PMO is the best place to drive the OKR process. If you look at google-trends – OKR is now to be the next agile. So it’s a good chance for all PMO leaders to really get in touch with the company strategy and execution. A certain chance to get into the real necessary power to change the world!
Organizations in both the public and private sectors have successfully delivered outputs and results from their initiatives; however, many of them missed the opportunity to track the realization of planned benefits. Many also reported that they are not sure if the benefits from their initiatives aligned with their organization’s strategic objectives. This presentation discusses the need for a benefits realization framework and what role PMOs have in this service.
Many organizations focus on project execution, but execution can only take you so far. When you look at the best project organizations, those that consistently deliver 90%+ of projects successfully, they also focus on portfolio management.This hands-on workshop will cover: What is portfolio management? Why does portfolio management matter? Key components of portfolio managementGetting started with portfolio management.
In this interview, Matt Muldoon will explain how there is a lot of ‘hype’ or ‘talk’ around Artificial Intelligence and automation in general for business processes.Many markets are up to speed with the latest and greatest in tech, but we believe that the project portfolio management (PPM) market seems to be a bit behind.Listen in and learn why PMOs should adopt these technologies.
The goal of our project execution engines is to deliver (lots of) value to the organization. But we often don’t manage them that way. We have learned in our factories to balance the capacity of the various steps in our processes and to limit the flow of jobs into the system. We see the inventory build up and risk becoming obsolete before it can be consumed. Why, then, do we treat our projects differently? In this session we will talk about ways to meter the input to the project execution system to maximize the value of our output and dramatically reduce value lost work that goes stale because it is not completed soon enough. The core of the system is having a list of prioritized projects ready to execute and pulling when there is capacity to start another one. In an ideal world this will mean that we never need to trade priorities of the running projects – we’ve only put as many into the system as we can execute efficiently in parallel. But the world isn’t ideal and there will still be conflicts between the running projects – though many fewer than before. When conflicts occur we often prioritize ineffectually. We’ll talk about principles that can lead us to wiser decisions when choosing when and whether to give a project with a problem a boost.
Amanda will discuss why data driven decision making is vital for Program/Portfolio/PMO and business leadership.
We all know that project management is a multifaceted knowledge-area profession. It still evolves as our world evolves. We attempt to describe, define, and make its boundaries finite by developing project methodologies and, in the same breath, claim that they should be flexible and adaptable to project’s context. Since standardized processes can be optimize, we and our organizations make the methodologies rigid and inflexible. Then, your friendly project managers are put into positions to accomplish almost impossible feats to deliver all project’s types to the only one, organizationally mandated, methodology.In this session, the participants will be engaged in brief review of major project management methodologies and analyze their assumptions. We will touch upon how to measure the project value, best outcomes and value for entire organization. Lastly, the presenter, from his own experience, will propose several models which for methodology fit to (A) organizational structure and (B) desired project’s outcome and (C) end product.
Long-term PMO success is tied to the value the PMO provides to the organization. Too often PMO Leaders fail to engage Organizational Leaders when establishing a PMO and as a result PMO fail to meet Stakeholder expectations. In this discussion, Laura and PMO Joe will discuss the importance of early collaboration between PMO Leaders and Organizational Leaders building a shared vision for the PMO to deliver value to the organization.
Resource Management and Capacity Planning are frequently cited among today’s top pain points faced by organizations worldwide. Indeed, trying to optimize limited organizational resources in a climate of rapid change and constantly shifting demand can be challenging at best. Yet information on how to navigate these often murky waters has been scarce—until now.This session, presented by bestselling author Jerry Manas (The Resource Management and Capacity Planning Handbook, McGraw-Hill), introduces the Capacity Quadrant model, a framework that allows for quickly achieving maturity in resource management and capacity planning in four key areas:* Visibility – broadening your view to gain a more holistic picture of demand, a truer picture of capacity, and a better sense of the variables that impact resource productivity and workload.* Prioritization – understanding which work is most important, and how it relates to strategies, goals, and value.* Optimization – focusing on making the most efficient use of your resources across the right mix of work.* Integration – planning in cycles at multiple levels of the organization to keep people, work, money, and strategies aligned in the face of constant change.Learn how the Capacity Quadrant can help smooth the way to greater business agility, fewer fire drills, and passionate, productive people.
Covid-19 did more than just cause a worldwide lock-down, it highlighted the fact that some of our current PPM practices are potentially causing harm. Resources don’t code, resources aren’t creative problem solvers, people are. The good news is simply by shifting our mental model, measurable productivity goes up, benefits are realized, strategy gets executed and people will become engaged in their work once again.
According to Gartner’s recent study on strategic workforce planning, the workforce is struggling to meet today’s demands and it’s becoming increasingly difficult to find external resources to backfill because of the competitive nature of organizations allowing people to work anywhere and in whatever way they choose. This creates a challenge for PMO and project portfolio managers trying to reach an optimal capacity balance across the portfolio. In this session, we are discussing how to enable our workforce to become more invested, avoid burnout, and deliver under a continually changing dynamic environment.
Difficult sponsors can quickly derail any project. In this workshop you will learn the seven secrets to deal with difficult sponsors. Using these key techniques, you will be able to develop your sponsor relationship, increase the level of communication and conduct engagement activities to easily turn your difficult sponsor into a sponsor superstar. Increase your project success, by guiding sponsors to be change leaders instead of change resisters.Takeaways:• Identify sponsor strengths and communication competence.• Develop sponsor vision and opportunity for impact.• Leverage internal and external networks to increase sponsor status.• Create virtual challenges, events and summits for effective sponsor engagement.
Joe Perzel will cover many topics in this presentation to include:How to Build a strong, trusting relationship with the sponsorProject success means managing outcomes through influence: both your influence and the sponsor’sHow to successfully manage your sponsor – without them knowing they are being “managed”How “Asking a question” is a key tool in your toolbeltWhy, when and how to prepare your sponsor for success – understanding their strengths and weaknessesTypical Sponsor Issues – and how to overcome them
PMO directors are increasingly being challenged to “prove” the value of their organization. Not all PMOs are designed the same and not all organizations are mature enough to accept the change that a PMO can deliver. Value is an individual interpretation defined by the buyer and can be described as a relationship between quality and cost or the trade-off between investment and costs. PMOs can bring value to an organization in several ways which is dependent on a number of factors such as the type of PMO, its maturity level, its purpose, or the range of services provided.
You know your work makes an impact and leads to positive financial return-on-investment for the organization, but do you know to communicate it?Join this session to learn the top five skills of PMO leaders that drive ROI.During this session, you’ll learn:
- What is mindsetHow mindset plays a role in ROIThe top five skills of PMO leadersThe Money Talk™ and how to bring financial value into any conversation
You’ve probably heard of the evolution from projects to products. Well that’s just the start. Organizations are beginning to become capability driven – investing not in projects or products but business capabilities. Where does that leave the PMO of the future?
The key to getting people onboard and engaged is to seamlessly blend energy and forward momentum into everything you do related to a new project. If your plans and strategies call for big planning meetings, conference calls with a few others, routine “fill out the forms” meetings, or simply informal discussions about some aspects of the project, you will need to make sure that they are conducted in ways that can harness energy productively. This sessions shows you how to add life to planning sessions and meetings.
True business agility is impossible if execution is disconnected from strategy. Indeed, Gartner now makes a clear distinction between traditional PPM execution tools and strategic portfolio management capabilities. If you’re still only focused on PPM project execution, or you’re using execution tools to try and address strategic portfolio management problems, you’re probably missing the critical capabilities needed to truly drive business transformation.
Every time there is a new version of the PMBoK the speculation runs rampant about how significant the impact of the changes will be and what effect the new Edition will have on the PMP Exam.Relax.Let Lee put you at ease.He has watched closely for significant change since the first Edition was published in 1996 and grew from 119 pages to over 800 pages in the 6th Edition,publishedin 2016. But, the 7th Edition incorporatessubstantialchange yet is less than half the number of pages of the 6th Edition.How does that happen? Lee will explain.
John will discuss how organizations are adopting the expanded strategic view of the performance domains, specifically the capacity and capability along with strategic management, within the ANSI Portfolio Management Standard, 4th edition. He will provide several examples from the US Federal Government, noting the critical linkage the various federal agency strategic planning processes. He will discuss a key related economic framework Structure-Conduct-Performance (SCP) as a key paradigm if combined with portfolio management can provide enhanced performance.
The future involves uncertainty and rapid change. Agile practices offer one way for teams to approach the unknown and complex with control and confidence, but how do you bring Agile practices into a traditional/ linear organization? For many the road to Agile seems just as unclear, uncertain and complex as the future they’re trying to take control of. But this does not have to be the way, the PMO can take charge of the Agile journey by applying best practice from change management. In this session Karin will present a simple framework for how the PMO can approach and lead Agile transformations using best practice from organizational change management.Topics covered; – Recognize the PMO’s role before, during and after Agile practices are implemented – Define your WHY – Identify and meet learning needs across the organization – Understand and manage the impact of change across People, Process, Technology and Culture – Use Agile principles to implement and learn in order to scale Agile
As an inspirational leader, Curtis Jenkins realized that the most important thing to resolve during any change was getting everyone involved to visualize the same outcome. From that realization sprang the Relation Framework Experience. Using the framework, Jenkins helps entrepreneurs and business leaders overcome the obstacles and challenges they face in business, avoid backsliding into negative habits, and achieve the goals at hand and ultimately turning vision to reality.
Emerging from a crisis. Turning around a failing organization. Proactively driving exponential growth. These are times when we are called upon to step-up our leadership. Clients tell me that during these times their employees look for more direction, more involvement - and more leadership. They say that employees feel disconnected from each other and not part of the bigger picture. They want to be more involved. Sometimes it seems the organization itself is in the way; cross-functional collaboration and organizational hierarchy are at odds with each other. Wouldn’t it be great if these could co-exist? Wouldn’t be great if you could exceed your goals, grow your business and have happy, engaged employees? The ACTIVE leadership model gives leaders a chance to grow their leadership and flex their “leadership muscle.” It can help leaders create a culture for successful growth. Through several case studies, Steve shares how he’s helped executives lead change and grow their organization in the face of increasing competition, advancing technology and a variety of other challenges. The results? You’ll learn how to accelerate change to fuel the growth of your firm and propel your personal leadership success.
Be honest. Ensuring that you have fully thought through the impact of projects on your teams, leaders and clients before your big kick-off meeting sounds strenuous and time consuming – and is about as exciting as watching paint dry to your PMO and business leaders. But what IS exciting is what pulling Change Management planning upfront in your projects could mean for your Project Management Office and team: more impact with less headaches. We’re talking about activities that get results that are meaningful, measurable and monetizable.Perhaps more importantly, implementing change management early focuses on and frees up your most precious resource of all: Brain Power. This means your team can spend more time thinking, innovating and solving your organization’s biggest questions — which plants your team squarely at the table of influencers and elevates them from tactical service delivery to an indispensable strategic partner to the organization. Now, how’s that for exciting?The key, however, is planning for and implementing change in the right way and in the right place. But how is that accomplished? Participants in this session will walk away with strategies for transforming their project organizations, including:• Knowing the 3 most essential questions Project leaders need to ask right now about every process in their organization.• Understanding exactly why a combined PM/CM team focused on managing change is mission-critical to your PMOs success in continuous-improvement-focused organizations.• Implementing 5 specific tools, that when used have proven success in reducing cost, improving efficiency and most importantly, hitting key business success criteria on our projects.
Are you frustrated that no matter what you try, your change initiatives seem to either fail outright or produce gains that don’t last?The reality is that most changes fall woefully short of expectations.Yet, your organization’s ability to compete in this time of massive disruption across industries around the world – and your own career progress – hinges on your ability to lead successful and sustainable change.In this highly interactive keynote/workshop, you’ll get introduced to how to get beyond the buzzwords and leverage a proven formula for change.The CQ® System for Developing Change Intelligence® is based on decades of change leadership in the workplace, years of conducting global research on managing change, and study into the psychology and neuroscience of change.Through real-life examples you’ll learn how to:Engage the brain, inspire the heart, and motivate the hands to get people moving in positive, new directions so change sticksDiagnose your own Change Intelligence, appreciate the strengths and blind spots of your Change Leadership Style, and obtain targeted developmental coaching for improvementReframe resistance from enemy to ally, and learn how to use resistance as a powerful source of information to engage for change up, down, and across your organizationLearn how to coach others to build their CQ, build Change Intelligent teams, and enhance your organization’s collective change capabilitiesEmerge as a more competent and confident – and less stressed and frustrated – leader of change
Michael DePrisco, Chief Operating Officer and Interim Chief Executive Officer at the Project Management Institute (PMI), sat down with Laura Barnard of PMO Strategies, to share some of PMI’s recent findings and thought leadership on how “gymnastic” PMOs are navigating the disruption of COVID-19 and beyond. Mike and Laura touched on a wide range of topics, including how PMO leaders are acting as change makers and impact drivers in helping their organizations deliver on strategy with the highest possible return on investment.
]As they say, the only thing that’s constant is change. And this is no different when you’re setting up a PMO. In fact, it’s further compounded. A new PMO for an organization could result in a variety of changes for stakeholders including adjustments in roles & responsibilities, modifications in reporting/org structures, variations in communication, and more. Some will welcome these changes. Some won’t.This presentation outlines how to manage this change to ensure there is the proper buy-in for your PMO.In this session, you’ll learn:– What happens when change management is ignored– A deeper look why people shy away from change– The change management checklist for each phase of the PMO setup– 5 “don’ts” when tackling change – And more
What is the role of the PMO in Strategic Planning? Is there one? If you lead a PMO do you participate in your organizations Strategic Planning process? This discussion will explore why the PMO leader should be at the table for the organizations strategic planning process and what the contribution may be. Join us for a lively interactive discussion!
Matthew and Logan discuss the 3 principles that PMO leaders can use to strengthen their relationships with senior leaders, including defining goals in terms of needed results rather than deliverables; matching project scope to leadership “readiness,” and aiming for rapid cycle successes to generate momentum.
Having a robust PMO is about having an infrastructure for program management execution. Strategic alignment is about moving the right programs and projects into execution to meet the goals and objectives of the organization. In many ways, managing strategy for the organization uses the same PMO Skills by taking it up a level to managing the portfolio. Just like other programs and projects, there are budgets, schedules, risks and stakeholders to manage. This presentation will examine the similarities and differences between managing the PMO and managing strategy for the organization to become a critical advisor to the CEO and leadership team.
PMO Leaders must interact with executives on the topics of both operations and strategy. The ability to think strategically — and to show it — is a critical task for effectiveness. One reason is that it is better to craft strategy that is good, powerful, clever, coherent, strong, and nuanced (rather than strategy that is bad, weak, stupid, incoherent, and generic). It is critical that PMO leaders be able to suggest appropriate metrics, benefits statements, and problem-solving approaches for both the operational domain and the strategic domain.
Traditionally, the PMO has been considered as an “execution” body, an entity whose primary objective was to execute project optimally. But the PMO can be much more than that. Because of its unique position inside companies, the PMO can be a strategic business partner that enables companies to pilot their strategy,and when circumstances require it,pivot their business. Join us to find out more about how the PMO can position themselves as a true strategic business partner, and why that matters for the future.
Strategic Planning is crucial to the success of any organization, but when your finished plan collects dust for months afterwards, we know this was never part of your strategy. This session addresses why strategic plans fail and suggests ways we can avoid having our own plans end up in the trash. There are seven specific reasons companies lose focus on their Strategic Plan.This session will help you pinpoint the exact reason (or reasons) your company is stuck, and start bridging the gap from where you are right now, to where you want to be. This interactive and hands-on session will address 4 key questions:• Why do strategic plans fail?• Where does your organization/department sit in the strategy execution success grid?• What are the things we can do to fix the problem?• What are the action items that we can do now to fix our own problems?
In the future of how we’ll work, live, play, and give, 15 forces will create dramatic headwind, tailwind, or turbulence in our lives and careers. Learning their relevance is no longer optional; it’s a necessity. For most people learning is linear – they learn then they apply. We believe when it comes to relationships, a different lens is needed. Time and again, people enter our lives that dramatically alter both the direction and destination of our lives. Enablers of this adaptive and accelerated non-linear growth are your Curve Benders.So, who are your Curve Benders and how do you find them? More importantly, how do you become one in the lives of others? And how can the Curve Bending mindset unlock the next level of enterprise value creation and profitable growth?Join PMO Summit and bestselling author, senior leadership advisor, executive educator and coach, David Nour, as he shares key insights from his 11th book, Curve Benders, at the intersection of the future of work, strategic relationships, and non-linear growth.
As change champions, we get pretty frustrated when progress comes is slow and clumsy. In our pursuit of a more efficient and joyful workplace, we run run into low leadership buy-in, limited impact, poor practices, and unfair criticism. Moreover, when teams and executives get impatient for the results we promised, many of us simply retort in frustration “well, you’re just doing it wrong” . But what if successful transformation comes, only after failing through several barriers? What if consistent processes can only be chosen after the noise of trying several things? What if clear priorities happen only after painful program failures? What if we can fix our culture only after some very awkward conversations? This energetic hands-on workshop will challenge the conventional wisdom around transforming to high performing teams and high-value delivery. Namely, you will learn How anti-patterns are the result of logical and reasonable choices, How they produce meaningful outcomes, AND How the next level of agility is just around the corner with simple steps. Come to this workshop ready to rock, and you will leave with a concrete action plan to overcome the barriers that hold you back from shaping transformational workplace improvements.
When you’ve proven to your organization that project management delivers value, helpingeveryone to accomplish more and stress less, invariably more people are interested in developing their project management skills too!This shift is a testament to your good work, but also can present a variety of problems and opportunities.If you’re running a PMO, do you have the time to teach everyone how to develop their skills from zero to proficient when they are not necessarily leading the most critical and visible projects?Likely you don’t have time for that, but the payoff can be enormous for both the organization and your reputation as the go-to internal project guru.In this interactive workshop, we’ll explore what typically happens after you’ve proven the value of project management, explore common challenges (and opportunities!) and present strategies for how to address them.This workshop will be led by Dawn Mahan and will include breakout sessions, so that you can not only learn from the facilitators, but also share your experiences and learn from each other.After this lively and interactive workshop, you will:Be prepared for how to respond to the delightful request that “everyone” needs more project management trainingBe able to clearly discuss the benefits and opportunities of developing project management skills in non-project managersHave a simple language and framework ready that is aligned to PMI’s global gold standard process, but in more non-project-management-geek-friendly termsLearn from the facilitators, each other and reflect on your organization to create a strategy for supporting the non-project manager that works for youFeel confident that you have trusted resources available when you are ready to expand your reach and results