Project Management Symposium
9th Annual UT Dallas Project Management Symposium
Next-Gen Management of Projects:
Performance, People and Processes
August 13-14, 2015
A call for papers has been issued for the 9th Annual UT Dallas Project Management Symposium. Download the Call for Papers for details.
- 2015 Symposium
- 2014 Symposium
- 2013 Symposium
- 2012 Symposium
- 2011 Symposium
Call For Papers
Abstracts are due by Friday, March 13, 2015
Public-Private Partnerships Create Opportunity
Case in Point: A Multi-Use Events Center, High School Sports Facility, Cowboys Practice Facility and Headquarters: Achieving more than the sum of their parts
Ron Patterson is an Assistant City Manager with the City of Frisco, Texas where he works in a collaborative environment on public-private partnerships between the city and various other public and private entities. Ron started his city service career with the City of Carrollton before moving to Frisco. This is his second time to serve the citizens of Frisco where he previously served for eight years and has now completed another seven years. He served as city manager for seven years in other communities in Texas. He also served in the United States Air Force and Texas Air National Guard for twenty-three years serving in logistics, combat communications, congressional liaison and command roles. Ron graduated from the University of Texas at Dallas with a Bachelor of Science in Public Administration and completed his Master of Public Administration at the University of North Texas. Ron has been married for twenty-nine years to Taylor and has two daughters 14 and 20.
The City of Frisco has used numerous tools to create a diversified tax base that is supported by major retail developments, office parks and mixed use developments thus maintaining a low tax rate for its residential and commercial citizens. Additionally, Frisco has become known for its sports centric developments and even been named “The Best Place to Raise an Athlete”. These developments have been achieved through a series of public-private partnerships that have created a thriving sports related market. We will explore some of the past partnership projects but focus on the most recent project that is currently underway with our many partners which include the Frisco Independent School District, the Frisco Community Development Corporation, the Frisco Economic Development Corporation, our neighboring property ownership, and of course the Dallas Cowboys.
Wes Hargrove is senior vice president and chief information officer for 7-Eleven, Inc. He is responsible for the company’s enterprise technology capabilities and the continuous improvement of the 7-Eleven retail information system, a key technology initiative to improve retail processes for the company’s stores in the United States and Canada.
Hargrove brings more than 36 years of experience with 7-Eleven and has an extensive background in 7-Eleven’s logistics, merchandising and operations divisions. His 7-Eleven career began as a management trainee, and he has held various positions including store manager, market manager, CDC operations manager, division logistics manager, senior product director of non-foods, senior director of merchandising business systems and vice president of logistics. Hargrove has a bachelor of arts in business from Adams State College.
Five years ago, Joe DePinto, President and CEO of 7-Eleven, Inc., asked proven business leader Wes Hargrove to take the helm of IT. Drawing on his 35 years of experience in the logistics, merchandising and operations divisions at 7-Eleven, Hargrove immediately went to work integrating IT and the business, reorganizing the department from a business perspective. Although new to the CIO role, Hargrove’s background prepared him to build the efficient business partnerships that result in strategic business solutions. Hargrove will discuss his journey into the CIO role and offer important lessons on how to effectively execute initiatives that drive exceptional enterprise value. They select and strategically structure priorities that align the IT function with business needs. Hargrove describes how through continuous improvement he prioritizes projects, obtains support from stakeholders and executes executive business priorities through innovative technology.
VP of Academic & Education Programs – PMI
Pulse of the Profession
Michael DePrisco is PMI’s Vice President, Academic and Educational Programs. In this role, he provides executive oversight to the Academic Programs and Academic Resources departments and serves as the COO for the PMI Educational Foundation He has more than 15 years of senior leadership experience in educational and operations management and provides overall leadership, planning and supervision of PMI’s academic markets, as well as educational programs and services.
Prior to joining PMI, Mr. DePrisco worked in higher education administration for 20 years, serving as President of several art and design colleges in the north and southeastern part of the United States. Mr. DePrisco was tasked with executing the strategic plans of the college that ensured integration and alignment of key initiatives and priorities. With these responsibilities, he had oversight of enrollment, retention, institutional accreditation, career services and student affairs.
Mr. DePrisco is a graduate of West Chester University of Pennsylvania with a Bachelor of Arts in Secondary Education and a Master’s of Science in Higher Education Administration and Counseling.
Abstract: The 2014 Pulse of the Profession™ is PMI’s Thought Leadership platform, as well as a powerful description of the high cost of low performance in project, program and portfolio management. It harnesses insights and data from project, program and portfolio practitioners and leaders worldwide but also includes an analysis of third-party data to provide a report on major trends in project management. This presentation clearly identifies what organizations and practitioners must get better at to compete in today’s volatile environment.
Andrew Bragg is chief executive of the Association for Project Management (APM) and Vice-President of the International Project Management Association (IPMA).
Since joining APM in 2004, Andrew has taken a leading role in transforming APM into the UK’s lead professional body for project management. During that period, APM membership has doubled; the APM Body of Knowledge has undergone two major revisions; the re-designed website now attracts over 500,000 unique annual visitors; APM Registered Project Professional standard has been launched; and APM’s engagement and influence within public and private sectors have both increased significantly, with APM championing the cause of ever-increasing professionalism.
As well as contributing to Re-inventing Influence, winner of the Management Consultancies’ Association best management book of the year award, he co-authored Developing New Business Ideas, published by Pearson.
He holds an MBA from Cranfield University as well as Diplomas from the Chartered Institute of Marketing and the Paris Chamber of Commerce. His first degree was in Modern Languages at Trinity College, Cambridge, to which he won an entrance exhibition. He is a Fellow of the Royal Society of Arts.
Today’s economic pressures mean that professionalism in project, programme and portfolio management is an absolute necessity at all levels within organisations.
Drawing on his highly effective 10-year experience as Chief Executive of Association for Project Management (APM), UK’s lead professional body for project management and a pre-eminent member association within International Project Management Association (IPMA), Andrew Bragg will describe how the professionalism approach is delivering success in UK public, private and not-for-profit sectors.
Recognising that knowledge is a necessary but not sufficient condition for project success, APM’s FIVE Dimensions of Professionalism model highlights the equal importance of competence, achievement, commitment to continuous professional development and accountability. The model’s adoption by major UK government departments and leading commercial organisations alike demonstrates its ability to maximise the value of project management.
Senior Director of Network Planning and Performance, Southwest Airlines
Leading Change at Southwest Airlines
David Harvey has been with Southwest Airlines since 1999. He spent the first eight years of his career in Technology Solutions across Crew Management, Dispatch, Resource Optimization, Schedule Planning, Supply Chain, and eCommerce. He then spent five years leading Strategic Planning with PMO and Integrated Business Planning responsibilities across Fleet, Commercial, Customer, and Operations. In January of 2013 he worked directly with the Chief Commercial Officer to build a Commercial Planning and Performance function across Network Planning, Marketing, Revenue Management, and Financial Planning & Analysis. Now, as Sr. Director of Network Planning and Performance, his focus is Network Strategy and Capacity Planning. He received his BBA from UT Austin in Management Information Systems and both his MBA in Operations Management and MS in Organizational Strategy from UT Dallas. David earned his PMP certification in 2007. He has four young sons (9, 8, 6, and 4) that keep him active outside the office and a beautiful wife that is an educator and writer.
Southwest Airlines pioneered a disruptive model in the U.S. airline industry starting in 1971 that democratized the skies with low fares, a great schedule, and outrageous customer service. Their flights in markets served were wildly successful for customers, communities, and shareholders alike for three decades. Then came the 2000’s with 9/11 and two major recessions that turned the industry upside down from added regulation, fees, bankruptcies, mergers, soaring energy prices, decreased customer demand, unbundling of services, and the emergence of “ultra LCCs” as well as a maturing cost structure driving the need for strategic change. This presentation reviews how Southwest Airlines through Portfolio Management determined its five strategic initiatives (i.e. AirTran Integration, All-New Rapid Rewards, fleet modernization, introducing the Boeing 737-800, and new reservation system with international capabilities) and through Change Leadership delivered the value needed to continue to return industry-leading results. The foundation laid over the last five years of construction unlocks tremendous future network growth in many key markets like Dallas Love Field, Washington D.C. Metro and launching new international destinations.
Chief Planning and Project Officer
Texas Department of Transportation
CJ Walker Waite
Director, Project Management Institute
Demonstrating the Value of Project Managment
Jesus Martinez Almela
Vice President for Education
International Project Management Association
Local, Regional and Global Cultural Impact on Stakeholder Engagement
Senior Vice President Parkland Hospital System
Mike Candler, PMP, TCDD, LEED AP
Project Manager, TEECOM
The New Parkland Hospital IT Implementation Project
Managing Director CBRE
Senior Financial Analyst CBRE
Quantifying Value Creation for Our Clients
Robert Rausch, Developing Project Manager Measuring Capacity Metrics
Lewis Gedansky, Project Management for Distributed Teams, Building Success Across Borders
Stacy Goff, Tomorrow’s Five Greatest PM Challenges That We Must Solve Today
Mark Penny, Risks in High Profile and Technical Construction Projects
Andy Rittler and John Hagan, LBJ Express Project
The LBJ Express Project
Joseph Cazares, CH2M Hill
Panama Canal Expansion-Challengers, Solutions and the PMI Process
Panama Canal Website