Track Room Presenters – PM Symposium

Abstract:

Imagine being invited by a new research university CIO to launch an IT Project Management Office (PMO). But what if that opportunity occurred in a moment of extreme financial and political constraints? Perhaps there was no state higher education funding for three years. Maybe the CIO’s vision was so challenged at the rural university that he took a different position out of state. And what if the 20-year IT Director assigned as the Interim CIO questioned the necessity of a PMO?

The joy of project management is that it encompasses the art and science of leading stakeholders. Best practices and a toolbox of transferable skills are available to assess and improve how leaders organize, prioritize, and deliver measurable outcomes even in challenging or diverse planning environments. The “secret sauce” in this case study is the intentional application of the tipping point theory. Despite the challenges, the entire campus benefitted from gaining consensus, overcoming challenges, and delivering high-quality IT solutions with the new PMO.

Valuable to the broader project management community, the application of tipping point leadership brings success in other planning teams. The lessons learned from this university PMO—with a 30% Project Management Maturity improvement in one year—have since been applied in predictive, agile, and hybrid project management environments, including a seven-person non-profit organization transforming Austin’s faith and business communities, and Wall Street’s largest and most successful merger and acquisition. Let’s consider this spectrum of case studies to improve planning organizations.

Learning Outcomes:

• Recognize the theory of tipping points as described by Kim and Mauborgne (2003)
• Identify three or more steps in improving a planning organization when leveraging the tipping point theory
• Reflect on the appropriateness of considering the tipping point theory in predictive, agile, and hybrid project management environments
• Rate the effectiveness of the tipping point theory in improving the organizational planning in one or more case studies
• Discuss the pros and cons of considering the tipping point concepts in improving their current planning organization’s management processes regarding projects, portfolios, stakeholders, and/or risk

BIO:

Experienced as a Director of PMOs and Scaled Agile (SAFe) Teams, Arden is also the Founder and Principal Planner of Planning Management Consulting, LLC. She coaches leadership to achieve higher value at a faster pace while teaching improved planning processes. Arden published her higher education administration dissertation, Exploring University Project Management Presence as Related to Organizational Models, and she contributed to A Guide to the Project Management Body of Knowledge (PMBOK®) Guide—Fourth Edition.

Talent Triangle:

Ways of Working =.25

Power Skills =.25

Business Acumen =.5

Abstract:

Has this happened to you? You notice your co-workers getting promoted. Your manager expresses high regard for your ability to get results, but they don’t mention your promotability. If this sounds familiar, improving your Leadership Presence skills is essential. People with Leadership Presence inspire confidence from their team, manager, and upper management that they can handle greater responsibility and assume higher levels of leadership.

This presentation provides a current view of Leadership Presence skills needed in the today’s workplace. Each attendee can pick the skills they need to focus on.

Specific Leadership Presence skills will be defined and discussed. They are communication and active listening, Emotional Intelligence, Social Intelligence Skills, Influence, Managing the Team, Managing-up, Strategic Thinking, and Stakeholders.

Leadership Presence skills fit into the PMI Talent Triangle under Business Acumen and Power Skills.

• Business Acumen: Leadership Presence skills are strategic thinking, customer relationships, and competitive analysis (market awareness).
• Power Skills: Leadership Presence skills are emotional and social intelligence, communication, leadership style, managing the team, and managing up.

Each attendee will choose specific Leadership Presence skills and decide on their Measurable Goals to improve their effectiveness and promotability. Interactive exercises throughout the presentation will foster discussion among attendees and enable each attendee to choose the skills essential for leaders in their organization’s culture.

Learning Outcomes:

• Recognize Leadership Presence skills, their definition and how to improve performance
• Determine which Leadership Presence skills to work on to improve individual performance and effectiveness
• Interact with other attendees and provide feedback on the skills needed in attendees’ organizations

BIO:

Valerie Pelan, MBA, PCC, President of Integrated Focus, provides high-quality, customized coaching for her clients to ensure they increase their efficacy and improve their leadership capabilities. With over 15 years of experience as a leadership coach, she works with executives and leaders on their Executive Presence and transformational leadership style. Her coaching clients are motivated to make better decisions, demonstrate a positive approach to organizational dynamics, and embrace a forward-looking vision. The coaching sessions provide a safe and confidential space to discuss complex situations. Her clients come from various industries, government agencies, and non-profit leadership.

Valerie’s clients like her solid business experience and understanding of organizational dynamics. Examples of clients include a VP of Marketing who improved business results by collaborating across silos, a Product Director who increased their visibility by leading a complex project and succeeding, and a VP of Operations who learned the importance of conflict management and teamwork to improve processes.

Valerie has over 25 years of leadership experience in Telecommunications and IT services, ATT and HP, leading cross-functional teams, delivering executive briefings on business and consumer segments, and advising sales teams with customer and market intelligence. With an MBA in Economics, she led teams offering new functionality and competitive pricing.

As an Executive Coach for EMBA students at the University of Texas, Dallas, Naveen Jindal Graduate School of Management, she coaches and enhances their executive soft skills. She speaks on Leadership Presence, employee engagement, and leadership models at companies, non-profits, and professional associations, such as PMI-Dallas and the American Society for Quality.

Valerie received her coach training at the University of Texas Dallas Organizational Behavior and Coaching Program. She is a Professional Certified Coach (PCC) through the International Coaching Federation (ICF) and a Doctoral student in Adult Learning and Workforce Development. Her articles have appeared in the global coaching publication Choice.

Talent Triangle:

Ways of Working =

Power Skills =.5

Business Acumen =.5

Abstract:

In today’s increasingly eco-conscious world, smart factories have a vital role in minimizing industrial operations’ carbon footprint. While technological advancements have enabled these factories to become more energy-efficient, employees’ active involvement and commitment truly drive down greenhouse gas emissions. Currently, factories are responsible for producing the largest amount of greenhouse gases (29%). The European Union has determined that to achieve this goal, we need to undergo the next industrial revolution, which is Industry 5.0. Industry 5.0 will focus on sustainability, resilience, and human-centricity. However, bringing these factories into existence requires employee engagement, and it can be a challenging task for factories when employees show little interest. This topic aims to explain how smart factories are changing and how there is a direct need for people in factories to bring forward Industry 5.0.

The smart factories leverage advanced technologies such as the Internet of Things (IoT), artificial intelligence (AI), and robotics to enhance productivity, efficiency, and connectivity. However, amidst all the excitement surrounding these advancements, it is crucial to recognize the importance of engaging employees in this new era. According to a recent Gallup poll, only 23% of employees feel engaged in their work. With a new workforce and factories dealing with evolutional change such as the “Great Resignation,” transformation is hard.

Learning Outcomes:

• Recognize changes occurring in factories and how these can impact projects of the future
• Identify the importance of engaging employees in these changes

BIO:

A.W. Schultz is a scholar, consultant, and soon-to-be TEDx speaker. He works with asset management professionals in the manufacturing industry, helping them improve performance and sustainability with their employees. A.W. has over two decades of experience in manufacturing, working in various roles and industries across different locations. He holds two bachelor’s degrees and an MBA and is pursuing a doctorate in Organizational Change at Baylor University. Additionally, he is certified as a Project Management Professional, a Master Black Belt in Six Sigma, and a Certified Maintenance Reliability Professional.

Talent Triangle:

Ways of Working =

Power Skills =

Business Acumen =1

Abstract:

Artificial Intelligence is coming in like a roaring lion. It is New, Extensive, and used in a multitude of industries, disciplines, and applications. I may very well be the future of many fields including Project Management. A lot of people are getting on this train. But wait. There have to be some shortfalls with this revolution. Algorithms cannot and should not replace the human interaction that is necessary to have successful projects while working with people. The missing line is Emotional Intelligence – AI’s older brother. AI cannot tell you how to interpret and respond to someone’s sudden outburst or meltdown after working long hours on a project. Let’s explore both these subjects and how they are designed to co-exist like families and not like arch enemies. They both have a great deal to contribute.

Learning Outcomes:

1. Achieve an understanding of AI and EI and their basic intents, benefits, and expectations.
2. Discussion of strengths and weaknesses of both concepts.
3. How they can and should complement each other.
4. Which one is leading the charge and is it feasible?
5. What happens if these two do not get together?
6. What is management’s role?

BIO:

Gary Rechtfertig is a 40+ year veteran of the IT Management and Project Management industry. As he says it “I’ve pretty much done everything right and everything wrong at least once.” After 30+ years in Industry several years ago Gary founded Doulos Project Management Training to help Project Managers (PM) get their PMP certification and train PM’s in related Project Management courses. Gary is currently the Lead Instructor for all current PMP classes and runs the daily operations of Doulos PM Training. Doulos has a base of students taught approaching 3,000 from 200+ companies in the DFW area and around the nation.

Gary has spoken at a National level on Project Management, Risk Management and Emotional Intelligence. Gary speaks several times a year on EI to local companies and PM Symposiums in the Dallas area. He has taught computer science at the Masters level at the Advanced Management Institute in Lake Forest, IL. Gary is a consultant to Fortune 100 clients and lectures at Texas Universities in Project Management, Emotional Intelligence, PMO development and Risk Management. Gary has a B.S. from Iowa State University and an MBA from Roosevelt University, Chicago, IL.

Talent Triangle:

Ways of Working =.25

Power Skills =.25

Business Acumen =.5

Abstract:

The tools and innovative solutions that drove the digital transformation during the Coronavirus pandemic have now further evolved with the addition of AI (artificial intelligence) technologies. With advances in machine learning as well as large language models such as ChatGPT, AI can help to improve business process and team efficiency and enhance business and project decision-making. This presentation will discuss how project management professionals can help strengthen the linkages between projects, programs and portfolios and organizational strategy, as well as increase the likelihood of project success with an understanding and knowledge of AI and its capabilities.

The presenter will begin with an overview of basic digital technologies, data and AI concepts to set the context. Next, we will review various AI-based use cases in project management and the benefits AI can provide. Metrics required to set targets, measure, track progress and take corrective actions in an AI-based digitalized business environment will be discussed. The presenter will describe the benefits and challenges in using such technologies as well as in working on projects to build AI-based products. Important knowledge gained from conducting research to understand the experience and key learnings from other companies will be reviewed. The presentation will conclude with an overview of how these technologies are continuing to evolve, important watch-outs, and key takeaways from the presentation. The session will be interactive with audience participation and polling throughout the presentation.

Learning Outcomes:

At end of session, attendees will be able to

1. Identify a set of tools and technologies with AI capabilities to assist with managing projects.
2. Describe key watch outs, do’s and don’ts during the process of adapting to an AI-based project and business environment.
3. Gain an understanding about what metrics may be used when engaging in data and AI-based digital transformation projects.

BIO:

Suchitra Veera has over 20 years of experience in the consumer goods, retail, financial, travel/transportation, and healthcare industries leading as product manager and leading projects and programs. She has accomplishments in developing and implementing systems integration and software product development, digital transformation, data analytics, data science and engineering. She also has over 15 years of experience in training, coaching and teaching Project Management, Systems and Business courses. She was volunteer corporate trainer at a Fortune 100 company teaching Successful Project Management and IT Service Operations, and a training facilitator for the Project Management Institute (PMI) Cincinnati Chapter and Education Director for PMI Dallas Chapter. She holds an MBA from the University of Maryland, a master’s degree from University of Virginia, and master’s and doctoral degree from Henley Business School, UK. In addition to Project Management Professional (PMP)® certification, she also holds ASQ certifications of CMQ/OE, CSSGB and CSQE, ITIL, New Product Development Professional (NPDP), Certified ScrumMaster (CSM), and SAFe Agilist (SA) certifications.

Talent Triangle:

Ways of Working =

Power Skills =

Business Acumen =

Abstract:

In Summer 2020 the American Heart Association’s (AHA) Healthcare Quality Implementation Science Team (IST) centralized operations and reassigned staff to IST projects which are managed using PMI standards. Most managers now assigned to these multi-year and multi-million dollar IST projects did not have any training in project management and managed using informal practices. This gap in PMI best practice knowledge created the potential for avoidable risks to successful outcomes. This paper will describe the steps taken to identify gaps in project manager knowledge and identify the PMI Knowledge Areas “Critical to Quality”; I define these as most relevant and impactful for project success by novice project managers, taking into consideration specific project needs. Readers will be able to recognize knowledge areas, process groups and concepts that could be rephrased to use more accessible language for novice project managers while maintaining the integrity of PMI best practices. Readers will be also able to apply these techniques to their own unique circumstances to develop appropriate curriculum to minimize project risks stemming from insufficient project management experience.

In response to AHA’s restructuring in 2020, I developed a one-year project management curriculum that focused on PMI Knowledge areas “Critical to Quality”: Stakeholders, Scope, Schedule, Communications and Risk. The curriculum was offered through monthly two-hour virtual trainings, job aids, and 30-minute office hours for more in depth issues. In turn, staff reported an increased understanding of project management and I observed more skillful management with less need for escalation or intervention by senior leadership.

Learning Outcomes:

As a manager of portfolios, PMO manager or leader of other project managers, attendees of this presentation will learn the following:

• Learners will be able to define what makes a knowledge area, process group or concept “critical to quality” for novice project managers.
• Learners will be able to rephrase PMI best practices using more accessible language for novice project managers while maintaining the integrity of PMI best practices.
• Learners will be able to construct their own curriculum outlines to minimize project risks.

BIO:

Liz Olson, PMP, CLSSGB is the National Senior Director for Program Implementation with American Heart Association (AHA) and has a 22 year background in communications, strategic program development, project and portfolio management. In her current role, Ms. Olson leads a portfolio of implementation science and health care quality initiatives aimed at improving cardiovascular systems of care and patient outcomes throughout the patient journey. Ms. Olson is a certified Project Management Professional, and a Certified Lean Six Sigma Green Belt. When not managing projects, she enjoys trail running and playing competitive roller derby with her league North Texas Roller Derby based in Denton Texas.

Talent Triangle

Ways of Working =.5

Power Skills =.5

Business Acumen =0

Abstract:

Navigating major career transitions requires a proactive approach to capitalize on new opportunities. My multi-hyphenate journey spanning corporate leadership, academia, entrepreneurship and consulting illustrates how a career in project management can systematically enable professional evolution.

This paper explores how professionals can utilize project management skills to facilitate strategic career pivots. In today’s dynamic job market, being able to intentionally navigate transitions across industries and roles has become a crucial capability.

We will discuss how treating career shifts as defined projects with clear goals, timelines and success metrics can enable more deliberate development. The paper outlines best practices for utilizing project management tools and mindsets to systematically expand one’s professional repertoire over time.

Learning outcomes include:

Apply core project management skills in communication, organization, and strategic execution when shifting roles.

Adopt project management mindsets like pragmatism, discipline, and data-driven decision making.

Mitigate risks by validating new directions through pilot initiatives before full commitment.

Continuously monitor performance indicators and improve pivot strategy based on insights.

Additionally, the paper examines how project management skills cultivated in one domain can transfer to empower transitions to vastly different roles. We will illustrate through my experience how I pivoted between project management, entrepreneurship, academia, while always circling back to project management.

My 2023 capstone project centered on managing integration complexities following Bank of Montreal’s landmark acquisition of Bank of the West from BNP Paribas. This $16.3 billion transaction represents the largest bank deal in North American history.

Learning Outcomes:

• Apply core project management skills in communication, organization, and strategic execution when shifting roles.
• Adopt project management mindsets like pragmatism, discipline, and data-driven decision making.
• Mitigate risks by validating new directions through pilot initiatives before full commitment.
• Continuously monitor performance indicators and improve pivot strategy based on insights.
• Managing a diverse team and inspiring changes.

BIO:

Anna Ladipo is an accomplished leader bridging IT consulting, academia, and entrepreneurship. With over 15 years of experience, she is a seasoned Senior IT consultant skilled in spearheading strategic projects and programs for Fortune 500 companies.

Beyond consulting, Anna excels across diverse roles including college/university professor, ecommerce business owner. She holds an MBA from Queen’s University along with esteemed credentials such as Project Management Professional (PMP), Certified Scrum Master (CSM), and Fellow of Life Management Institute (FLMI).

As a multi-faceted professional, Anna brings proven excellence across project delivery, strategic execution, teaching, and social impact. Her blend of capabilities enables driving change across the intersections of tech, business, education, and advocacy. Anna thrives on empowering organizations, students, and communities to reach their highest potential.

Talent Triangle:

Ways of Working =.25

Power Skills =.5

Business Acumen =.25

Abstract:

Embarking on Strategic Programs presents a complex challenge characterized by uncertainty and the possibility of program failure. Strategic initiatives often span across the organization, introducing a multitude of uncertainties, some of which hold significant challenges and delays. In addition, established Organizational Change Management processes are not always properly in place for Strategic Programs. The absence or lack of clarity in processes can have a considerable impact on program execution, and a deficiency in training further hinders timely implementation. According to PMI, the struggle to bridge the gap between strategy and implementation was evident, with only a 56% success rate in strategic initiatives.

To overcome these challenges, a strategic and systematic approach to leading Strategic initiatives is imperative. The solution involves understanding common points of failure and implementing a successful execution model. Multiple challenges include:

• Poor Leadership engagement
• Resistance to change
• Poor implementation
• Resource challenges
• Lack of Collaboration

So, how can organizations improve their Strategic Programs’ success rate? What are the key factors which influence the success of these Programs?

This paper explores key factors that influence the success of Strategic Programs. Based upon the author’s experience in leading Strategic Programs across multiple industries, this paper will discuss key strategies to address common issues when managing Strategic Programs. A case study of a successful turnaround of an underperforming Strategic Program will be presented.

Learning Outcomes:

• Identify key factors that influence Strategic Program success
• Explain how to implement an Organizational Change process that drives Strategic Program success
• Identify strategies to address common issues when managing Strategic Programs

BIO:

“Joan Bradee is a recognized leader in Program Management. She currently serves as a consultant for Launch Consulting Group (LCG). Her strengths include turning around underperforming programs. Prior to her role with LCG, Ms. Bradee was the Director of Program Management for the Operating Systems group at Vizio.

Over the past two decades, Ms. Bradee has led a variety of strategic initiatives and programs across a variety of industries, such as healthcare, airline, and high technology, working for such companies as Vizio, Blue Cross Blue Shield, Sabre, Southwest Airlines, and Motorola.

She holds a BS in Computer Science and a BS in Chemistry from the University of Maryland. She also holds an MBA from the University of Dallas. She has her Project Management Professional (PMP) certification, as well as her Scaled Agile (SAFe) Certification, Certified ScrumMaster (CSM) Certification, and Lean Portfolio Management (LPM) Certification. Ms. Bradee began her career as a Software Developer and transitioned into Software Development Management.

Talent Triangle:

Ways of Working =.25

Power Skills =.5

Business Acumen =.25

Abstract:

Technical debt (TD) is a software engineering (SE) concept dating back to the 1990s that became a popular topic in the SE community less than a decade ago. In a few words, it is “not quite right” software and is relevant to other domains. There are many reasons why teams deliver inferior work as will be enumerated herein, but why should a PM care? The name is purposeful – a metaphor. Taking on technical debt is likened to financial debt – one pays more in the long-run. Used purposefully, it is a powerful tool. Used inefficiently, it is a long-term burden. Used haphazardly, it may become overwhelming, crippling. It is a real phenomenon, and one that may affect current and future projects alike. It usually manifests itself in the form of unexpected and substantial overruns.

This work will discuss: 1) The myriad of flavors of TD; 2) How and why teams accumulate/payoff debt; 3) How and why teams should accumulate/payoff debt; 4) Why PMs should care (in addition to overruns); 5) How PMs can actively manage this natural phenonium effectively.

Learning Outcomes:

Upon completion of this session, you will be able to:

1. Identify different types of technical debt.
2. Identify how and why teams accumulate/payoff debt.
3. Identity how and why teams should accumulate/payoff debt.
4. Realize the potential effects technical debt may have on projects.
5. Manage technical debt effectively.

Bio:

George has been developing commercial software applications for nearly thirty years and leading such efforts for over twenty. He is a Staff Computer Scientist at the Southwest Research Institute, an independent, non-profit research organization which has been advancing science through applied technology for 75 years. There, he serves as an advisor in the Intelligent Systems Division which executes programs and projects that will improve human life. He holds both a B.S. in Computer Science and an M.S. in Program and Project Management from The University of Michigan and is a doctoral candidate at The Southern Methodist University studying Software Engineering. George is an active PMI member holding the PMP credential and an active Scrum Alliance member holding the Certified Scrum Professional credential among others.

Talent Triangle:

Ways of Working =.75

Power Skills =.25

Business Acumen =0

Abstract:

What is project management leadership? If we consider the most important traits, can some of them be replaced by artificial intelligence? We’ll explore some of the tools you can use today to streamline your administrative burden.

Will these tools replace a human in the loop managing the actual project, or just enhance their ability to lead? To answer that question, we first have to ask what we think leadership is, can it be reduced to a checklist, and what tools are available today to make those decisions?

The term “AI” covers many tasks including machine learning and deep learning. Every software vendor seems to claim it now has AI, and is the best solution. The output is still determined by processing data and looking for patterns and decisions were made during software development on priorities and guardrails. If we consider repetitive tasks, or ones that need to process vast amounts of data, the tools seem tailor made for projects. By definition, a project is a one-time event. It may be close in execution to other projects, but each is stand alone. It doesn’t mean you can’t learn, but it does mean there is a new path to blaze. Will we let computers make decisions? Will we require each decision to have human oversight? What if the computer (that has been programmed) makes what we consider to be a faulty decision? Who is to blame?

Learning Outcomes:

• Discuss how project management can be enhanced by using AI tools while reducing the risk of decision delegation. (PS)
• Identify the Leadership roles important to project management that cannot be delegated. (PS)
• Explain how to use AI tools to reduce administrative burden and enhance your chances of project success. (WOW)

BIO:

Frank Murphy works as a Program Manager for a Fortune 100 company. He retired as a CMSgt after 30 years in the U.S. Air Force. During his career he traveled to the seven continents, numerous countries, and was a key part of most military operations that needed airlift. Frank completed a DBA in Management with a dissertation that focused on remote working and employee engagement. Frank teaches business strategy and project management, is a Coach and owns a small consulting business, and manages a program implementing marketing technology for a Fortune 100 company. Frank lives in the Hill Country near San Antonio where he raises chickens, rabbits, and bees – and loves the area. He can be contacted at dbafrank@outlook.com.

Talent Triangle:

Ways of Working =.5

Power Skills =.25

Business Acumen =.25

Abstract:

Over a period of just a few days in March 2023, the Silicon Valley Bank of California went from solvent to broke and closed on March 10th. This event marked the second largest bank failure in U.S. history, after Washington Mutual’s in 2008. A few days later on March 12, the Signature Bank of New York was shut down. Then on May 1, the First Republic Bank was closed by the California Department of Financial Protection and Innovation. At that point a large number of financial institutions, on war footing, had to execute multiple projects of critical and strategic importance. , The presenter was tasked with leading two such projects that were to be completed within 12 weeks.

Two working groups were formed which simultaneously initiated brainstorming sessions to develop a plan of action and next steps. Within weeks, dependencies were identified and technical resources were acquired. The team created a delivery baseline, and identified sequencing bottlenecks & node points. Budget was quickly provisioned and projects were created in the organization’s project tracking system.

Simultaneously, high level EPICs were developed in JIRA. A detailed communication plan was developed for different levels of management. Finally, in the 13th week both projects were delivered to the entire company across the globe, thus marking the success of this critical initiative.

These two projects created the foundation of how to plan and execute unforeseen but strategic and critical projects in a compressed timeframe. One of the important learnings was the understanding that stress narrows focus of the human mind. For future projects of a similar nature, we had to develop appropriate processes and tools. We realized that the project team must develop adaptive thinking habits so that our cognitive behavior would become automatic. Habits develop only through repetitive performance to cause our behavior to become automatic. We conceptualized this within our group and built relevant processes and tools to execute similar critical projects in the future.

Learning Outcomes:

• Review project examples to understand and develop adaptive thinking habits
• Understand how to develop adaptive thinking habits to train cognitive behavior to become automatic in critical project situations

BIO:

Gauranga Deka, PMP, PMI-ACP, CSM, CSPO, SAFe SA, SPC4 is an IT Project Manager with expertise in building complex software solutions. Currently, he is a member of PMI Dallas Chapter. In last 20+ years, he has been leading critical roles in the development of very large, complex, mission critical software products in Banking/Financial Services Domain. He is well versed in Agile, Scaled Agile framework (SAFe) & Water fall model of software development process.

Gauranga Deka received his B.S. in Mechanical Engineering from MANIT, Bhopal & Executive MBA from Indian Institute of Management, Bangalore.

Email address: G_deka@yahoo.com

https://www.linkedin.com/in/gaurangadeka

Talent Triangle:

Ways of Working =0

Power Skills =1

Business Acumen =0

Abstract:

In May 2023, life presented me with its most formidable challenge: a diagnosis of terminal cancer. This unforeseen crisis not only threatened my life but also posed a significant risk to the well-being of my four children, who depend on me. In this speech, I will share my journey of confronting terminal cancer, not as a victim, but as a proactive project manager of my own life.

This narrative begins with the shock of diagnosis, the turmoil that ensued, and how the initial despair gradually transformed into a determined quest for survival. Drawing on over two decades of experience in IT and project management, I approached my cancer battle as I would any complex, high-stakes project. I delved into extensive research, meticulously evaluated treatment options, and relentlessly advocated for myself in the healthcare system. My PMP certification and expertise in project management, particularly in areas like risk assessment and stakeholder management, became unexpectedly relevant tools in navigating this personal crisis.

Throughout the speech, I will elucidate how project management principles can be effectively applied to personal life crises. Key aspects include setting clear objectives (in my case, prolonging my life and maintaining quality of life), thorough research and information gathering, risk management (weighing treatment options against potential side effects), and stakeholder management (communicating effectively with medical professionals and family members).

Moreover, I will discuss the emotional and psychological parallels between managing a high-pressure IT project and handling a life-threatening illness. The importance of resilience, adaptability, and maintaining a hopeful outlook despite uncertainties will be highlighted.

My story is not just about survival; it’s about reasserting control in a situation that seemed utterly uncontrollable. It’s a testament to the power of project management skills in life’s most critical moments and an inspiring message for others facing similar battles. This speech aims to empower and motivate, showing that the skills we hone in our professional lives can have profound applications in our personal challenges, offering a beacon of hope and a roadmap for navigating through life’s most daunting crises.

Learning Outcomes:

1. Understanding Crisis Management through a Project Management Lens: Learn how project management principles can be applied to personal crises, like a cancer diagnosis.
2. Strategic Research and Information Gathering: Grasp the importance of thorough research and information in making informed decisions about treatment and care.
3. Effective Communication with Healthcare Providers: Gain insights into how to effectively communicate and advocate for oneself in a complex healthcare system.
4. Risk Assessment and Decision Making: Understand how to assess risks and make critical decisions regarding treatments and their potential side effects, similar to risk management in projects.
5. Applying Stakeholder Management in Personal Scenarios: Learn how to identify and manage stakeholders in a personal crisis, including family, doctors, and support networks.
6. Resilience and Adaptability in Adversity: Discover the importance of resilience and adaptability, and how to cultivate these skills in the face of life-altering challenges.
7. Setting and Achieving Personal Goals: Understand how to set realistic, achievable goals for health and well-being, akin to project milestones.
8. Utilizing Professional Skills in Personal Contexts: Learn how professional skills, especially in project management, can be transferable and beneficial in managing personal crises.
9. Maintaining Emotional and Mental Well-being: Gain insights into balancing emotional and mental health while navigating through a crisis.
10. Inspiring Hope and Positivity: Understand the role of hope and positive thinking in overcoming life challenges, and how to inspire and maintain these attitudes in oneself and others.

BIO:

“IT Consultant & Entrepreneur

Education:

• Bachelor’s Degree in Finance, Louisiana State University (LSU)
• Master’s Degree in IT Management, University of Texas-Dallas

Professional Experience:

• Over 20 years of experience in the IT industry
• Founded an IT consulting business 15 years ago, successfully leading and growing the company
• Specialized in project management, digital marketing, and Microsoft technologies

Certifications:

• Project Management Professional (PMP)
• Multiple Microsoft certifications, underscoring a deep expertise in Microsoft technologies

Expertise:

• A recognized authority in project management, adept at steering projects to success in varied IT environments
• Proficient in digital marketing strategies, leveraging technology to boost business presence and engagement
• Extensive knowledge and practical experience in the Microsoft stack, offering comprehensive solutions to clients

Accomplishments:

• Successfully established and scaled an IT consulting firm, providing top-tier services to a diverse client base
• Demonstrated a strong track record in project execution, consistently delivering projects on time and within budget
• Recognized by peers and clients for exceptional skills in IT strategy, implementation, and management

Philosophy:

• Believes in the transformative power of technology and its ability to drive business growth
• Committed to continuous learning and staying ahead of industry trends
• Advocates for the strategic integration of IT in business to enhance efficiency and competitive advantage”

Talent Triangle:

Ways of Working =.5

Power Skills =.5

Business Acumen =0

Abstract:

Project management is a dynamic and an ever-evolving field, and staying up to date with the latest trends is essential for success.

With unprecedented challenges, we can expect to see project complexity increase more and more, but even now, not all organizations fully understand the value of project management.

In 2024, what emerging trends will help companies shape project management to become more business-focused, with people-centric approaches?

In this paper, we explore 5 emerging project management trends for 2024, covering a wide range of topics including artificial intelligence, virtual office for remote teams, and new risk aspects to emotional intelligence. These trends may signify a need for adaptive strategies and mindset to effectively navigate the evolving project management landscape.

By recognizing these emerging trends, companies may enhance their project management practices and stay ahead of the market competition.

Learning Outcomes:

Dive into the topic and you’ll learn:

1. What and when the technologies should upskill
2. Why AI has a significant impact on project management
3. How to improve the returns on your tech investments
4. Why soft skills and Emotional Intelligence plays a crucial role in effective project management.

BIO:

Qiang Gan has over 20 years of experience in software engineering and development projects, which helped industry leading companies get superior value from their investments. Mr. Gan received his MS degree from Southern Methodist University in Dallas, Texas, and is also certified by the Project Management Institute as a Project Management Professional (PMP). He has been an active member of PMI since 2005.

Talent Triangle:

Ways of Working =.5

Power Skills =.5

Business Acumen =

Abstract:

In today’s economic environment, marked by constrained budgets, strict deadlines, and a focus on boosting company revenue, the significance of project management cannot be overstated. Project managers are increasingly challenged by the dynamic nature of the tech industry and the evolving expectations of customers influenced by technology including Generative AI. They are tasked with fulfilling the high expectations of senior executives accountable to company’s revenue and growth, while also aiding the sales team in enhancing project-driven growth. Their contributions are crucial in setting key project parameters, including timelines.

In this context, the demand for adept project managers is more evident than ever. Leaders are looking for a specific set of key skills that not only ensure the success of project managers and their initiatives but also empower the company and its teams to thrive amid these market challenges. Rohit, who has extensive experience in various leadership roles and currently working as a sales leader, will cover these seven critical project management skills in this session. These skills, pivotal in helping his teams and projects succeed, will be illustrated with examples demonstrating their impact on delivery and growth.

The top 7 essential skills are:

1. Insight into customer pain points.
2. Sales acumen.
3. Strong communication.
4. Embracing an Agile methodology.
5. Using technology to advance project management.
6. Proficiency in negotiation.
7. Robust problem-solving capabilities.

Learning Outcomes:

The learning objectives for project managers from this session are the following top skills for projects to be successful in today’s market :

1. Understanding Customer Pain Points: Gain insight into identifying and addressing the specific challenges and needs of customers, which is crucial for tailoring projects to meet client expectations effectively.
2. Developing Sales Acumen: Learn techniques for incorporating sales strategies into project management. This skill is vital for ensuring that projects not only meet technical and operational goals but also align with the broader sales and growth objectives of the company.
3. Enhancing Communication Skills: Improve communication capabilities to effectively liaise with team members, stakeholders, and clients. This includes mastering the art of conveying complex ideas clearly and negotiating project terms assertively.
4. Adopting an Agile Methodology: Understand the principles of Agile project management and how to apply them. This approach helps in managing projects more flexibly and responsively, particularly in the dynamic tech industry.
5. Leveraging Technology in Project Management: Discover how to use advanced technologies, including AI and cloud-based tools, to streamline project management processes, enhance efficiency, and keep pace with technological advancements.
6. Negotiation Skills: Develop skills in negotiation to ensure the best outcomes for your projects and teams. This is crucial in dealing with clients, vendors, and team members, especially when working within constraints like budgets and deadlines.
7. Problem-Solving Abilities: Enhance problem-solving skills to tackle project challenges effectively. This involves identifying issues, analyzing potential solutions, and implementing the most effective strategies to overcome obstacles.

By mastering these skills, project managers can better navigate the complexities of the modern business environment, lead projects to success, and contribute significantly to the growth and profitability of their organizations.

BIO:

Rohit brings over twenty years of proficiency in Digital Consulting, Product Development, and Business Development, showcasing expertise in Digital Transformation, Automation, AI, Cloud, and Innovation. His specialization lies in Insurtech, Healthtech, and Product Engineering. As a dynamic and accomplished leader, he has a diverse background ranging from start-ups to prominent Fortune 500 companies. Rohit is recognized for his ability to drive business and product growth using cutting-edge technology and superior management strategies, with a keen emphasis on practical and efficient implementation. He holds a Master of Science in Computer Science and an MBA from UT Dallas, complemented by a PMP certification.

Talent Triangle:

Ways of Working =

Power Skills =

Business Acumen =

Abstract:

The unprecedented pressure of scaling disruptive technologies such as AI, Blockchain, etc. have executive stakeholders hyper focused on the risk/cost of sustainability whilst many managers have diminished faith in their employee’s ability to survive the disruptive pace of the evolution in the nature of “work”. To succeed now, leaders must master balancing creativity with chaos, navigating the interwoven complex layers of external and internal forces shaping the GAP towards the future of work.

Eager to address the demands of this unprecedented cultural complexity facing (not just corporate) human ecosystems, I begun applying systematic innovation/design thinking principles to the now lacking traditional change management model(s) and developed an approach that proved to be the pressure release valve game changer. These innovative design thinking infused change management principles and methodologies have succeeded in empowering teams, individuals, that admittedly were drowning in the tension and hopelessness that can be associated with projects scaling disruptive technologies with a perceived traumatic effect on the future of work for the individual. I have developed proven techniques to leverage organizational and individual trauma to drive an unprecedented transcending shift that takes teams of individuals into an irreversible new realm of motivation, purpose, performance, fulfillment both personally and professionally. From that place, disruptive scalable technology becomes a welcomed, anticipated tool, empowering infinite possibilities! The unavoidable outcome of this complex journey is a resulting corporate culture of resiliency rooted in deep value for continuous authentic human connectivity. ¡YES!

Learning Outcomes:

Identifying opportunities during AI scaling disruption to incorporate innovative approaches and techniques, including the potential digital transformation of project management processes, offering flexibility into traditional project practices and methodologies in a manner proven to increase project management resilience, revive project team engagement, and elevate employee morale and capacity to perform.

At completion of this course participants will be able to:

• Discuss common critical environmental forces of stress to project participants and the severity of emotional health implications it can have on an individual if unaddressed.
• Recognize the specificity and critical nature of potential source of trauma and hopelessness that Present State versus Future State GAPS can exist specific to scalable AI related projects.
• Discuss the common shortcomings within traditional change management methodologies and the potential traumatic severity of the pressure on the individuals at each phase of the transformational change journey.
• Recognize what questions to ask and how to engage/introduce this issue of trauma and hopelessness and what steps to take to create a safe environment to express, explore, and review empowering solutions to revive the sense of purpose for the individual/team.
• Identify 3 Design Thinking techniques that can be embedded into traditional project change management methodologies to create flexibility and reduce pressure and stress.
• Explain one example based on a case study and lessons learned from implementing one stress reducing digital transformation element into a project management process driving simplicity and maximizing value through a virtual PMO practice.

BIO:

As a twenty-five-year multicultural, and multilingual Management Consultant, Karen is a globally sought after Subject Matter Expert in Change Management, Innovation, and Strategic Planning for Fast Growth Companies. Initially earning recognition as a statistician for her strategic ability to diagnose and resolve complex forecasting and data integrity challenges, successfully implementing business intelligence, and implementation project management practices across derailed projects worldwide, Karen has earned unprecedented multiyear engagements with public recognition for her outstanding delivery track record from the Chairman of AT&T, the COO of BBVA, and the CEO and COO of Boys Scouts of America, amongst numerous local Texas CEOs. She rescued a derailed organizational transformation project resulting in Fortune 500 11th Fastest Growing ranking for a healthcare client, and has completed multiple technology projects for Fastest Growing Top 50 Inc. Fintech companies.

Karen has degrees in Finance and Economics from Southern Methodist University and certifications from Harvard in Design Thinking, Strategies for Fast Growth Companies, and e-Commerce Strategies, as well as on AI Strategies from MIT. She has been a repeated guest speaker at PMI Dallas, PMI Fort Worth, and The UTD Project Management Symposium with record attendance for her presentation on Diversity in 2009. Her global speaking engagements include a Drupal coders conference in San Francisco, and an Innovation Summit in Amsterdam alongside the Shell Innovation VP on open-source innovation on green energy, and Lego Innovation VP on the brand expansion through the launch of the Lego Movies. She also served as VP of Innovation for Untracked, a nonprofit organization integrating top national government agencies’ intelligence to deter and capture human traffickers in the US. Her current passion is working with government agencies, nonprofits, ministries, corporations, and communities, for the holistic integration of a systems/network of resources creating the required infrastructure to successfully sustainably address the functional reintegration of the homeless population in Dallas Fort Worth.

Talent Triangle:

Ways of Working =.25

Power Skills =.75

Business Acumen =