Brief Description

Khvostism and Portfolio Management

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

Dwight MacDonald, a famous film critic, author, and professor was once interviewed by Mr. Tony Macklin of “Film Heritage” magazine, A question came up regarding “running a pattern” on critiques and that the pattern was taking over all articles.  Mr. MacDonald acknowledged that point and went on to talk  about an old Russian term khvostism.  The word is Russian in original and loosely translated meaning the tail wagging the dog (khvost is the Russian word for tail).

Mr. MacDonald went on to say that khvostism was “making up your policy in reaction to your enemy”.  Have you ever disliked a movie simply because somebody you despise (say Rosie O’Donnell - an opinionated individual) liked it?  Have you ever disliked a movie because it has a specific actor in it, such as Tom Cruise?  That is khvostism in action.  You filter out the events to support your position, if you don’t like Tom Cruise, then you will focus on the aspects that make the movie bad.

So how does this relate to portfolio management?  “enterprise adoption”.

How does an organization overtake this issue?  Leadership.

This presentation looks at the very sensitive subject of implementing change and dealing with the human roadblocks that will arise to thwart successful adoption.  It will look at dealing with difficult people, how to counter active criticism, how leadership will drive adoption. Leadership from a project manager perceptive, to a ;line manager to an executive.

Why is Testing Such a Pain in the Pass?

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

Many projects, especially IT development projects, depend on successful testing as a major stage gate in the process.  Yet, time after time, organizations stumble when it comes to testing.  The problems are deeply rooted in culture, undefined expectations, bad test plans, short cutting, and resource allocation.

5 Reasons Why Project Managers Will Resist Project Portfolio; Management Systems and 5 Reasons They Will Embrace It

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

Research indicates almost 70% of Integrated Portfolio Management System (IPMS) installations are abandoned within 3 years. A main reason involves the adoption of the tool by individual project managers. This presentation explores reasons Project Managers resist and/or embrace IPMS applications. This presentation helps prepare for enterprise wide adoption of the IPMS. OK, maybe hate is too strong a term, but experience has shown that one of the most difficult group of people to get to embrace Project Portfolio Management Systems (PPMS) are Project Managers themselves. This paper will explore challenges to adoption and implementation of implementing portfolio management in an organization and suggestions on how to improve adoption by project managers. A recent study by the Center for Business Practice has indicated many challenges with implementing PPMS. A majority said the application was performing below expectations and a majority has stopped and restarted PPMS initiative. Interestingly, over 90% still mentioned the importance and need for a PPMS. This study is also showing that the challenges are not system related, they are people related. This paper will look at several different issues and reasons for project mangers perceived threat of a PPMS. It will look at the human issues, the communication issues, and the organizational effectiveness areas.

A Practitioner’s Approach to Project Governance

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

Do the members of your project team know what to do if an issue is assigned to them?  Do they understand what a WBS is?  Do they know how to communicate status?  Do they know about Change Control?  I imagine the answer to a lot of these questions is “I Think So”. Solve the problem with a Project Governance Document at the Project Kickoff.  

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

In a nutshell, this presentation is a case study of the challenges and successes on implementing a web base program management tool.  The presentation is technology independent, it looks at the human aspect of implementation; including the administrator , the champion perspective, the program manager, and the project manger perspectives.

It looks at application issues like organizing data, defining input, and writing reports.  It discusses  training and adapting to changing business needs.  The implementation evolved from the beginning and required pertinence and flexibility - it looks at the stress the EVOLVING tool caused.  Most importantly it looks at the human /  social issues of process compliance and keeping the `content current and accurate’.   Bullet points include: 

• Concepts of Portfolio Management

• Selection- integrating project management principles

• Prioritization – establishing a holistic framework to view existing IT portfolio and align PMO with strategic business objectives

• Plan the evolution and linkage to portfolio management objectives, processes and roles

• Resource Management – tools to monitor and allocate resources and functions

The Box Paradox

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

A project is a unique piece of work with a defined beginning and a defined end.  A Project Manager is expected to apply a “Methodology” while adhering to a “Process”  using pre-defined “Templates” within the constraints of business financial management.  Add to this equation the concept of Portfolio Management, which strives for consistent measurable deliveries with defined milestones and ownership requirements.  To further complicate the paradox – project managers are encouraged to “think outside the box!” , while conforming to processes  which are defined by boxes?

A major challenge for project managers is to make sure that the tasks within the project fits within process models for various organizations.  The Box Paradox expands in the fact that most organizations have well defined input criteria and prioritization processes.  Unfortunately, there is rarely a consistent corporate framework where the same input is used across multiple organizations.  The PM is then forced to insure the same project is properly initiated into each process. 

The “Project Integration” Knowledge Area that holds all the knowledge areas together.  Project Governance is the collection of using tools and techniques to ensure all members of the team conform to the process and methodology.  These areas provide the Project Manager with the most opportunity to think outside the box while working within the box.  Without redefining the framework, the PM can use it to successfully navigate their project to completion and provide true value to the organization.

Being an Evangelist for Portfolio Management

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

In a nutshell, this presentation is a case study of the challenges and successes on implementing a web base program management tool.  The organization integrates customer applications and the program has over 240 projects and 12 project managers.  The presentation is technology independent, it looks at the human aspect of implementation; including the administrator , the champion perspective, the program manager, and the project manger perspectives.

CRAIG and Project Management

1. Integration  Management
2. Scope Management.
3. Cost Management.
4. Quality Management
5. Communication Management.
6. Risk Management

CRAIG is an acronym for the following components of project management.

Constraints

Requirements

Assumptions

Integration

Governance

This presentation looks at these components and how the project manager must address them at a project level and a program manager must address them at a program level.

Contemplating the Dull, Mundane, Picayune, Obscure, Essential Minutiae of Project Management - Part I

(Not just for Newbies)

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

Helen Keller was quoted:  "I long to accomplish a great and noble task, but it is my chief duty to accomplish small tasks as if they were great and noble." .  Although she was not a PMP, Ms. Keller definitely captures the essence of a project manager.  The most successful project managers are able to accomplish the small tasks in a timely manner with quality.

This presentation takes a look at the various tasks and chores that separate ‘exemplary’ project management from ‘good enough’ project management. 

Geese and Program Management - An Analogy to Working Together for Successful Program Management

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Quality Management
5. Human Resource Management.
6. Communication Management.
7. Risk Management.

.

Implementing Program Management is much more of a journey than an event.  The care and feeding of the projects is a constant demand for successful program / portfolio management.  This presentation will use an analogy of geese and their migratory habits to describe the inter-relationship of various components of program management.

Examining Lessons Learned From Process Management When Implementing An eBond

1. Lessons Learned
2. Project Prep
3. Integration  Management
4. Scope Management.

This session will cover a variety of lessons learned accumulated over the past 5 years of implementing application to application eBonds between AT&T and global customers.  These lessons learned will focus on process changes required at both organizations and the project management of implementing the change. 

Scope / Change Control across the Portfolio

1. Integration  Management
2. Scope Management.
3. Quality Management
4. Human Resource Management.
5. Communication Management.
6. Risk Management.
7. Procurement Management.

A project is usually part of an integrated portfolio that is a roadmap for the realization of the business strategy.   With this integration , it is important to be able to access how, or if,  a change in one project impacts the scope or time line of another project. 

Project Management in Pop Culture

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

Although the presentation is light in spirit, the message it delivers is significant and essential for a successful project manager!

One of the basic components of project management is the examination of the project, identifying lessons learned, and applying these lessons to future projects.  This presentation takes the project outside of the conference room and examines various components of Pop Culture and applies the principles of lessons learned to various components of Pop Culture.

Schmoozing and Project Management 

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.

How do you get that uncooperative line manager to get more committed to your project?? How do you make all members of a geographically disperse team feel ownership for a project?? How do you make suppliers stay actively involved in your project?? You schmooze 'em!

Peanuts and Cracker Jacks

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

Baseball, Hot Dogs, Apple Pie, Project Management.  As western culture as it gets.  This presentation looks at how can a project manager utilize the rich history of baseball to better manage projects and teams.

In this light, yet insightful, presentation, Dave Davis does a detailed comparison of baseball and project management. 

Sometimes You’re the Lion, Sometimes the Gazelle, and Sometimes the Dung Beetle

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

A major aspect of project manager is managing the expectations of the project key stakeholders. With that 'soft skill' responsibility, the project manager will assume different roles at different times during the project. This presentation takes a light-hearted look at those various roles and provides Lessons Learned, best practices and ways to avoid negatives.

PM and BA Roles in Integrating an ITIL Service Across Multiple Companies

1. Integration  Management
2. Scope Management.
3. Quality Management
4. Human Resource Management.
5. Communication Management.
6. Risk Management.

The Information Technology Infrastructure Library (ITIL) is a standard that defines specific phases of Service Delivery and Service Assurance. This presentation will look at various components of implementing an electronic bonded ITIL Service Desk across multiple companies.

A Philosophy of Project Management According to Meatloaf 

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Quality Management
5. Human Resource Management.
6. Communication Management.
7. Risk Management.

.

In the late 1970's and even up to today, a rock singer named Meatloaf had several hit songs regarding the perils of life.  This session will use some of the philosophy presented in those songs of this singer and compare them to the daily life of a project manger.  This presentation will look at signs that signal the problem is approaching, ways to avoid it, ways to know when you're in trouble, ways to minimize the damage, and ways to survive after the fact.  This presentation will provide small little examples of different situations within the day of a project manager and address it accordingly. 

Portfolio Management and Six Sigma Projects

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.

.

This presentation will focus on combining Six Sigma certification with Project Management Methodology and using a portfolio management application to define both areas.  The presenter was the application administrator and this talk will focus on the business aspects of this engagement.  This includes the project selection criteria, portfolio analysis, tracking of the projects, project charter and stewardship reports as well as using ARMI models and FEMA tools for Risk management and mitigation.

The Big E’s

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Quality Management
5. Human Resource Management.
6. Communication Management.
7. Risk Management. 

This presentation looks at 5 E’s on the integration  of the control and execution

1. Expectations
2. Escalation
3. Exceptions
4. Evaluation
5. jEopardy

EMail, the Bi-polar Friend of eCommerce

1. Integration  Management
2. Scope Management.
3. Time Management..
4. Quality Management
5. Human Resource Management.
6. Communication Management.

In this presentation I explore how email is both a blessing and a curse to a business.  While it offers a new correspondence channel, it also offers challenges to customer support, spam, and internet marketing.  The presentation will include knowledge of eBusiness as the SIG Chairman and also Lessons Learned from implementing the “Write to Us” email channel for the AT&T BusinessDirect © web portal.

Virtual Project Management in a Business Emergency

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Communication Management.
7. Risk Management.

We've all been there.  Something happens that is causing a severity one problem within the business.  This could be that an application is not working properly, a fire has destroyed a corporate resource, reality far exceeds projections and capacity needs quickly increased.  The proposed solution is to quickly put up additional capacity or a redundant server or even relocate a significant piece of equipment to another location as soon as possible.  

Driving Down the Information Super Highway using PM Tools

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

This presentation looks at tool functionality and how your organizational maturity and aptitude can embrace these tools at both the individual project level and the program level. 

e-tiquette – Using eTools as a Project Manager

1. Integration  Management
2. Time Management.
3. Cost Management.
4. Quality Management
5. Human Resource Management.
6. Communication Management.

As project teams are more and more diverse and the ‘web’ is a common denominator for project communication, appropriate use of the media is becoming more and more important.  This session explores the best practices for using eTools in project management. 

Handing Off a Project When Downsizing Occurs

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

Have you ever "inherited" a project? Whether it was due to downsizing or someone moving on or whatever, if the answer is yes then you will want to hear this presentation.

Developing and Managing Project Maps for Enterprise Application Integration  Repeatable

Projects

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

This session is guided design process for developing and managing project maps.  It will draw from 2 years experience in creating the project maps.  The session will define an Enterprise Application Environment and a repeatable process project.   A repeatable process project as a project that combines core business functionality with project management  and many steps in the WBS are similar across various implementations and a core set of project artifacts can be reused. 

Business Project Management - Keys To Success

1. Integration  Management
2. Scope Management.

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This is a presentation developed by the PMI eBusiness SIG and explores the relationship between eBusiness and Project Management Principles as described in the PMBOK® Guide. This presentation has been delivered across the globe to sessions in Australia, North America, Asia, and Europe.

Project Management is the Only Path to Successful Enterprise Application Integration  (EAI)

1. Integration  Management
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.

As more organizations embark on ‘e-bonding’ initiatives that specifically tie company critical applications  together the number of challenges expands exponentially.  An EAI project drives a blending of technology, business processes,  cultures, and cross companies responsibilities.  The only way for both organizations to succeed is to adhere to the principles or project management.  This includes a  library of project artifacts and strict process for baselining scope, work breakdown structures and test plans, as well as stringent change control.