Track Room Presenters


Project Management Symposium

May 21, 9:45 – 10:45 a.m.Back to Top

Chantel Bailey

Chantel Bailey

Emerson

Ways to Overcome Late Stage Scope Changes to your Project

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Abstract

    With half a million dollars in orders on the line and less than 8 months left in a 4 year project schedule our customer requested to move the project ship date up 2 months to accommodate the end of their fiscal year. This created a race against time, because these orders wouldn’t simply be pushed out till next year, they would have simply disappeared.

    The resulting 6 months produced many challenges and success. It was critical that the whole organization supported this effort for it to succeed. In order to get the organization on board the project risks had to be refocused into relatable business objectives. That would allow us to look for new ways to do the same thing, fail faster by having multiple paths worked simultaneously and finding new ways to create even better results than asked.

    An additional key lesson learned was the importance of team dynamics to the success of the project. The change in schedule lead to a dedicated focus within the team that ultimate became one of the critical success factors. However, it’s important to realize that fostering the team dynamic started long before the crunch time hit, which allowed the team to react so quickly.

    Ultimately, we were able to make the shipment with exactly (1) day to spare. This success was the culmination of 6 months of strategic decisions and dedicated resources. The lessons learned from this project have been used to influence other projects as best practices.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Chantel Bailey is Project Manager at Emerson, where she’s managed new product development project across cross-functional disciples, world areas and business units for the last 9 years.

    Prior to her work at Emerson, Chantel spent 8 years working for Texas Instruments as a Product Engineer within a semiconductor manufacturing plant.

    Chantel received her undergraduate degrees from Southern Methodist University in Electrical Engineering and Physics. She has an MBA from UT Dallas and is a certified PMP.

    When Chantel isn’t managing project she likes to garden, chase her kids around and wonders why the rest of the world doesn’t follow a Gantt chart or schedule.

Rebecca Brady

Rebecca Brady

Literacy Instruction of Texas (LIFT)

VUCA and Information Management – Are Ten Clocks Better Than One?

Rm: JSOM 1.217
  • Read Abstract and Bio
  • Abstract

    The project manager who has one clock always knows what time it is. The project manager who has ten clocks is never sure. This old saying illustrates the conundrum of managing information in volatile, uncertain, complex and ambiguous (VUCA) environments.

    In a VUCA environment, information management is core to successful project management. In the information age we are continuously deluged by more data than ever before. We have ready access to volumes of conflicting, contradictory and inaccurate information. The internet produces 2.5 quintillion bytes of data daily according to IBM. Only a tiny fraction of that data is ever analyzed or used. How do we process, compare, and evaluate information sources to make good decisions, effectively deal with competition, and successfully complete our projects?

    For information management it is helpful to evaluate and filter the data we receive and prioritize throughout the day. The PM uses his/her knowledge and judgment to determine if the information is necessary and sufficient to make the required decisions. We need to ignore information if it is redundant, inaccurate, or not relevant. We understand there is an effective level of information needed, but after that additional information results in diminishing returns. We know to act without having all the facts. Organizing to utilize single-tasking and not be reactive results in more effective and efficient project management. Successful information management in a VUCA environment means a PM utilizes one clock to tell time even if there are ten or more clocks available.

    Technical Project Management: .25, Leadership: .5, Strategic and Business Management: .25

    Bio

    Rebecca Brady has been teaching and facilitating adult literacy with Literacy Instruction for Texas (LIFT) since 2014 and ESL education with the Richardson Adult Literacy Center (RALC) since 2018. She acts as a Court Appointed Special Advocate (CASA) for Collin County to assist foster children. Rebecca participates and is a board member in the Plano Community Garden and donates locally-grown, organic vegetables to local foodbanks. Being active in the community is important and a primary focus for Rebecca.

    Previously Rebecca was employed with NICE Systems in multiple roles, including Director of Educational Services, Project Manager, Client Manager, and Senior Manager of Implementation. She has over twenty years of project management experience. She has a MS in Finance and is a PMP.

Chaitali Chheda

Chaitali Chheda

ECOM Consulting Inc.

Project Management in the Age of Artificial Intelligence

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Abstract

    Have you ever wondered how the Project Management role will evolve after Artificial Intelligence (AI) is operational? This paper aims at presenting the ways in which the evolution of AI is likely to change the Project Management role.

    Project Management is globally accepted, used in various industries and translates distinctly in every industry. In the past few decades, it has become a highly desirable and sought-after role, as businesses demand that project work be completed on time, within budget and prescribed quality constraints. We constantly implement processes and changes that enable us to meet these demands. In doing so, we hear a lot about Artificial Intelligence becoming the ultimate game-changer across all industries and as Project or Program managers we wonder how it will change or eliminate our roles.

    In this paper, the author will present the evolution of AI, its components and how it is likely to change certain aspects of Project Management. It is based on the author’s research on this subject.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .75

    Bio

    Chaitali D. Chheda is employed by ECOM consulting and works at Citigroup as a Project Manager. She has over 18 years of experience in the Information Technology Industry and has worked globally with financial services’ companies like American Express and Capital One, in Information Technology as well as in other areas.

James Fette

James Fette

Fidelity Investments

Leading Transformational Change: Winning the Hearts and Minds

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Abstract

    In an increasingly uncertain and volatile environment, the rate of change is more rapid than ever before in history. Organizations must innovate and change in order to remain relevant, however, according to a 2015 McKinsey study, 70% of complex, large scale transformation efforts do not meet stated goals. 
So, what is the main reason these efforts are unsuccessful?

    There is not enough effort devoted to the “people” side of change. Change management projects tend to focus on technical and process changes and not on culture and behaviors. Winning the hearts and minds of those impacted by the change is essential to driving success.

    Traditionally, change management plans have a high emphasis on technical changes, project management and new process design. While this focus may have some degree of success in the short term, the desired change does not stick and benefits quickly dissipate. In order to lead successful change efforts, we need to start with empathy, understanding how people feel. By understanding how those impacted by the change feel and the drivers of their current behaviors we can apply change levers which will move people along the change curve, from denial to acceptance, as quickly as possible. These change levers include:

    • Leadership – modeling the desired behaviors
    • Listening – soliciting and acting on feedback
    • Engagement – making the change “real”
    • Learning – new skills and behaviors
    • Governance – managing the process and adjusting approach as necessary

    We can leverage John Kotter’s 8 step change model to build an effective change management plan. The key is to build the behavior and cultural impacts into our plan, using the change levers.
There are changes in workforce culture that we can capitalize on to help with engaging employees and creating the sense of urgency to change. Connections, community and experiences are three elements which can be used to drive the change message and create a sense of urgency.

    By understanding how people feel, using change levers to address behavioral and cultural impacts and leading vs. managing change, we can drive successful, lasting change efforts. In an increasingly volatile and uncertain environment, rapid change is key to the survival and success for all organizations.

    Leadership: .5, Strategic and Business Management: .5

    Bio

    Jim Fette, PMP is a Financial Services executive, with over 25 years of experience leading global teams. Jim has developed a robust portfolio of skills and experience and gets his energy by helping projects, organizations and people achieve their potential. Passions include driving innovation, leading change, developing talent, career coaching and defining corporate strategy. As Vice President of Customer Insights with Fidelity Investments in Westlake, TX, he leads customer research programs including digital surveys, Net Promoter Score studies and in-person advisory boards. Incorporating Project Management tools and techniques, Jim has developed approaches to strategic planning and change management which can be applied to your career, your project or in developing the strategy for your organization

    Jim shares insights at events, conferences and workshops as a speaker and coaches on career and leadership development.

Neelov Kar

Neelov Kar

PM Game LLC

Impact of GDPR on Projects

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    General Data Protection Regulation (GDPR) is enforced in May 2018. The new General Data Protection Regulation changes the way businesses and organizations handle personal information. Due to the rapid
pace of technological changes, digital information is being created, used, stored and distributed on a very large scale. The old structure of data handling, therefore, is no longer adequate to meet the challenges arising from globalization and technological advancements. Organizations will have to adapt to GDPR data transfer rules when transferring personal data outside the EU. Nevertheless, in addition to the opportunities and benefits it generates, GDPR also increases the organization’s obligations and investments made to be GDPR compliant.
In case organizations fail to comply with the GDPR requirements, the penalties can reach up to
€ 10 million or 2% of an organization’s annual turnover, whichever is greater.

    As a project manager while planning for projects, one should be aware of the implication of data privacy in the project. Project manager must perform a Data Privacy Impact Analysis (DPIA) to identify if the project is dealing with personally identifiable information of European Subject. In case of positive impact of GDPR in the project, project manager must identify tasks to analyze in details the impact, risk assessment, to define mitigating actions, and to communicate to the relevant stakeholders.

    In this paper author will demonstrate the impact of GDPR on an active project and will illustrate the actions taken to remain compliant with the regulation.

    Strategic and Business Management: 1.0

    Bio

    Neelov is a Certified Data Protection Officer (CIPP equivalent) from PECB. He has provided GDPR assessment as a consultant.

    Neelov has been working as Account Manager (Client Executive) in Perot Systems since 1998. where he has been instrumental in opening new accounts and managing and expanding existing accounts at different client sites with different technologies and domain expertise. As an Account Manager/ Program Manager he has implemented multiple large projects on mainframe and client server environment.

    He is a PMP, RABQSA certified ISO 9000 Lead Auditor, ISO 14001 Lead Auditor, ISO 27000 Lead Auditor, ISO/IEC 20000 Lead Auditor, ISO 27018 Lead Auditor, Six Sigma Certified, CSA STAR and ITIL certified.

    He is a PECB certified trainer for ISO 9K, 20K, 27K and GDPR.

Subhro Mitra

Subhro Mitra

University of North Texas

Impact of GDPR on Projects
Co-Presented with Neelov Kar

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    General Data Protection Regulation (GDPR) is enforced in May 2018. The new General Data Protection Regulation changes the way businesses and organizations handle personal information. Due to the rapid
pace of technological changes, digital information is being created, used, stored and distributed on a very large scale. The old structure of data handling, therefore, is no longer adequate to meet the challenges arising from globalization and technological advancements. Organizations will have to adapt to GDPR data transfer rules when transferring personal data outside the EU. Nevertheless, in addition to the opportunities and benefits it generates, GDPR also increases the organization’s obligations and investments made to be GDPR compliant.
In case organizations fail to comply with the GDPR requirements, the penalties can reach up to
€ 10 million or 2% of an organization’s annual turnover, whichever is greater.

    As a project manager while planning for projects, one should be aware of the implication of data privacy in the project. Project manager must perform a Data Privacy Impact Analysis (DPIA) to identify if the project is dealing with personally identifiable information of European Subject. In case of positive impact of GDPR in the project, project manager must identify tasks to analyze in details the impact, risk assessment, to define mitigating actions, and to communicate to the relevant stakeholders.

    In this paper author will demonstrate the impact of GDPR on an active project and will illustrate the actions taken to remain compliant with the regulation.

    Strategic and Business Management: 1.0

    Bio

    Dr. Subhro Mitra, an Associate Professor of Logistics and Supply Chain Management at University of North Texas-Dallas, was awarded the Distinguished Educator’s Service Award by The National Defense Transportation Association. In recognizing Dr. Mitra, the NDTA award cited his “exceptional service and commitment to the education and research in transportation and supply chain management.” He had worked previously as Associate Research Fellow at the Upper Great Plains Transportation Institute, and a faculty in the Transportation Logistics PhD program in North Dakota State University. His research interests include freight flow modeling, security in supply chain, asset management and life-cycle cost study, optimizing logistics network and facility location study. He has published widely in top transportation and logistics journals. He has presented in several national and international conferences, and have in key note speakers in roundtables and symposiums. He has completed number of externally funded, projects in the capacity of Principal investigator. Some of his research has got national recognition from Transportation Research Board, American Association of State Highway and Transportation Officials (AASHTO).

Michael Pace

Michael Pace

Texas A&M University

Projects are Wicked

Rm: JSOM 1.102
  • Read Abstract and Bio
  • Abstract

    Wicked problems are among the most challenging and complex issues faced. They are often defined by the complexity, by the presence of contradictory information or knowledge, the network of opinions and stakeholders involved, and the interconnected, often interdisciplinary, nature of the problem.

    Project management (PM) is the set of practices, procedures, and tools used to organize work and deliver unique results through group activities, within a specific time frame. The benefits of project management have been well documented over the past several decades; yet, the reality of project management maturity and adoption is that not every organization deploys PM practices and those that do so in an immature way. In fact, organizations continue to question the relevance and need for project management despite the empirical evidence of its effectiveness. In the context of a wicked problem, no two projects (or project environments) are the same, and the solution (often a project management methodology) deployed in one setting rarely is successful unilaterally. The resulting occurrence is what is currently seen – consistent project success remains just out of reach.

    Using the perspective of complex adaptive systems (CAS) may provide a useful lens to bridge the dichotomy between project management benefit and project management methodology. At the base layer, CAS consist of agents who interact and learn from each and from the environment. These interactions are nonlinear. The interactions and evolutions, however, can generate emerging behaviors that are less non-linear (though still unpredictable). To illustrate this concept within project management, a case study of two project organizations within a decentralized setting is presented. The findings of inconsistent success within each organization, despite consistent methods deployed, support the assertion that project management as a complex adaptive system should be treated as a wicked problem

    Strategic and Business Management: 1.0

    Bio

    Michael Pace currently serves Texas A&M University as Executive Professor within Mays Department of Management. As a practitioner, Dr. Pace has held various positions related to project, program and portfolio management across a broad variety of organizations and industries. Dr. Pace received his doctorate from Capella University in Business Management with a specialization in Project Management, Masters from Sam Houston State in Forensic Science, and Bachelors from Baylor University in Forensic Science. In addition to his Mays appointment, he serves in adjunct roles with Texas A&M Corpus Christi, Texas A&M Energy Institute, and Texas A&M Engineering.

    Dr. Pace’s research is focused on project management methodologies, especially the customization of a method to fit the project need. He teaches courses in project management, strategic management, and organizational behavior.

May 21, 10:55 – 11:55 a.m.Back to Top

Bhavyatta Bharadwaj

Bhavyatta Bharadwaj

Bell Canada

Project Management: Changing the Way Cyber Security Works in an Organization

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Abstract

    Cyber security forums and practices are at its peak with digital transformation of organizations all around the world. To address the issue of security, several models and frameworks have been developed, several practices have been introduced. These ideas need to be customized based on the business needs of the organization. A project management approach for cyber security is more comprehensive and effective for implementation of these practices. Unfortunately, the IT specialists and security gurus are not the only ones who log into the networks. A project manager can help the cyber security team to run the projects smoothly within budget and in time for completion, ensuring the security of network and data. There can be a variety of recurring tasks or a one-time major task along with short-term and long-term priorities. A project manager can help run these responsibilities smoothly along with day-day functions of the team.

    Keywords: cyber security, SCADA, streamlined execution, strategic alignment, continuous improvement, business continuity, asset management, framework, models, practices, training

    Technical Project Management: .50, Strategic and Business Management: .50

    Bio

    I am an early professional from Atlantic Canada with interest in Project management practices and cyber security. I work as a IT consultant with Bell Canada, currently working for a utilities client. I have a Bachelor’s in IT from Uttar Pradesh Technical University in India and Master’s in Computer Science from University of New Brunswick in Canada. I specialize in optimal solution delivery for software development, implementation methodologies and frameworks, and IT operations management.

Susan Hostetter

Susan Hostetter

U.S. Census Bureau

The Facilitating PMO: How to Implement Project Success across the Organization

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    This paper will explore the Project Management Office’s (PMO) role of facilitating project success within an organization. This paper will cover challenges a PMO ha to overcome to effectively facilitate project success such as: staying informed of project progress, developing and documenting effective project management processes; maintaining the level of staff needed to support projects; and walking the line between facilitation and leadership.

    This paper will cover the tools that the Demographic Statistical Methods Division PMO has developed to facilitate project success in the division. These tools include deliverable based schedules and timesheets, cost estimation processes, the project management best practice program and project status reports for stakeholder communication. Additionally, this paper will cover the benefits of facilitating project success. These benefits will include supporting many projects at once; maintaining standards for project management across the organization; relieving subject matter experts of project management tasks and improving project reporting and stakeholder communication across the organization.

    Technical Project Management: .5, Leadership: .5

    Bio

    Susan Hostetter, PMP, is a project manager and statistical professional with over twenty years of operations and project management experience. She has been instrumental in standing up and improving PM processes for risk, portfolios, schedules, cost, performance and strategic management and planning. Her papers have been published in the PM World Journal and she has presented project management topics at PMI chapter events and the University of Maryland’s and University of Texas at Dallas’ PM Symposiums. She has a Master’s Certificate in Project Management from George Washington University, a Master’s Degree in Management from the University of Maryland’s University College and a Bachelor’s Degree in Business Administration and Economics minor, from Mary Baldwin University. Susan can be contacted at susan.lynn.hostetter@census.gov

Hung Huynh

Hung Huynh

FIS – Fidelity Information Services

VUCA – What does your organization do about it?

Rm: JSOM 1.217
  • Read Abstract and Bio
  • Abstract

    This is a phenomenon which touches all industries, organizations, technologies in the last decade. Like a hurricane, its impact is far-reaching, fast-moving and unpredictable. Just as your organization is stable and successful today does not necessarily mean the same for the future. Each company today is making plans to prepare for this unavoidable outcome but how successful these programs are, is yet an open question. Our business unit at FIS has numerous legacy software applications over the years and as a necessity to keep our business afloat, we are forced to take rapid, stringent but necessary steps earlier and more often than other groups within the company. We have learned valuable lessons in order to sustain business continuity and today, as a result, our business unit has transformed into a more nimble, agile team more adaptable to changes, setbacks and redirection. As a modest contribution to this conference, we would like to share our experiences as to how we overcame VUCA -Volatility, Uncertainty, Complexity, Ambiguity as an organization and restored back our business to stability.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .5

    Bio

    Hung Huynh is an UTD alumni and a Development/Project Manager with over 25 years of experience working in software development, customer support and implementations with large financial institutions in the US. His teams are developing, installing and supporting applications in Item Processing for many large banks in the country such Bank of America, Wells Fargo, JPMorgan Chase etc.

Conrado Morlan

Conrado Morlan

Daugherty Business Solutions

How Organizational Project Management (OPM) helped a Global Organization to Revamp a Business Unit

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Abstract

    One of the three business units of the world’s largest logistics company was facing challenges at global level. With the support of their two sister business units kept them afloat for a couple of years until it was time for the business unit to take the required actions to be sustainable.

    With a well-defined global strategy that required the contribution of the three business units, the business unit in question started the alignment of its portfolio of projects with the global strategy to define the strategic multi-annual programs that helped to crystallize the benefits that made the business unit sustainable.

    In the presentation, the Order to Cash Program, one of the key multi-annual programs executed, will be discussed in detail.

    Leadership 75%, Strategic and Business Management 25%

    The program turned out to provide more benefits than originally anticipated:

    • Improvement in Customer Satisfaction
    • A decrement in the Days Sales Outstanding (DSO)
    • Improvement in the company’s cash flow
    • Accurate reporting and standardization of processes
    • Program completed 7 months ahead of schedule
    • Cost reduction per invoice
    • Elimination of redundant tasks
    • Early detection of recurrent delinquent clients.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .5

    Bio

    Conrado Morlan, PfMP, PgMP, PMP has more than 20 years of extensive experience leading, managing and executing portfolios, programs and projects in the Americas and Europe. Conrado is a reliable business adviser and a leader with strong cultural awareness, problem-solving skills and analytical skills needed to identify key strategic areas where value can be created for clients.

    As a thought leader and expert, Conrado has supported the project management community in Dallas as the VP of Membership at PMI Dallas Chapter and globally as a member of the Core Team that developed the PMI’s Organizational Project Management – A practice Guide and The Organizational Project Management Standard.
Professional experience spans IT, Consulting, Retail, Logistics, Transportation, Finance and Telecommunications industries.

Somanna Udiyanda

Somanna Udiyanda

FIS – Fidelity Information Services

VUCA – What does your organization do about it?
Co-Presented with Hung Huynh

Rm: JSOM 1.217
  • Read Abstract and Bio
  • Abstract

    This is a phenomenon which touches all industries, organizations, technologies in the last decade. Like a hurricane, its impact is far-reaching, fast-moving and unpredictable. Just as your organization is stable and successful today does not necessarily mean the same for the future. Each company today is making plans to prepare for this unavoidable outcome but how successful these programs are, is yet an open question. Our business unit at FIS has numerous legacy software applications over the years and as a necessity to keep our business afloat, we are forced to take rapid, stringent but necessary steps earlier and more often than other groups within the company. We have learned valuable lessons in order to sustain business continuity and today, as a result, our business unit has transformed into a more nimble, agile team more adaptable to changes, setbacks and redirection. As a modest contribution to this conference, we would like to share our experiences as to how we overcame VUCA -Volatility, Uncertainty, Complexity, Ambiguity as an organization and restored back our business to stability.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .5

    Bio

    Somanna Udiyanda is a Sr Business Analyst with FIS. He has worked in various capacity within the organization, leading both onshore and offshore teams. He has over 10 years of experience working with large financial institutions in the US. Somanna earned his MBA in 2004 from Oklahoma City University. The past few years of his career has been primarily focused on development, testing and project management.

Chris Vandersluis

Chris Vandersluis

HMS Software

Managing Resource Risk in an Uncertain World

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Abstract

    Life is uncertain. Thank goodness. If life were certain, who would need project managers? It is because life happens to projects that project managers and the process of project management is so desirable.

    It’s fair to say that the work of a project manager is to continually reduce and mitigate risk in order to bring a project to a successful completion. Our practice is filled with many possible avenues to make a difference in reducing and mitigating risk.
    
We can focus on estimating. Better estimates reduce cost risks.
    
We can focus on better scheduling. Better schedules reduce schedule risk.
    
We can focus on risk analysis and risk reporting. Whether via Monte Carlo analysis or other risk analysis means, we can shine a light on risk elements to expose them and allow us to focus on them as the project progresses.

    In this paper, we will focus on resource risk and specifically, how you can improve resource assessment, resource allocation, resource scheduling and, resource levelling.
    We will focus on how to identify and mitigate:

    • Skill risks: Where the skills of the people in my pool of resources don’t match the skills required by the project.
    • Resource capacity risks: Where the volume of availability is insufficient to the resource schedule required.
    • Resource interruption: Where allocated resources are unable to focus on the project or are pulled to other projects just as they’re needed.
    • Resource fatigue: Where a projectized matrix organization hyper-focuses on result after result, but ignores the impact on the people.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Mr. Vandersluis is the president of HMS Software based in Montreal, founded in 1984; a company specializing in Project and Timesheet systems. HMS is the publisher of TimeControl, a project-based timesheet system.

    He has a degree in economics from McGill University and over 30 years’ experience implementing enterprise timesheet and project management systems. Mr. Vandersluis has been a member of Microsoft’s EPM Partner Advisory Council and has worked with Oracle-Primavera and Deltek on their project management systems.

    Mr. Vandersluis’ has been published in a number of publications including Fortune Magazine, PMNetwork magazine, Microsoft’s TechNet and is the author of the popular project management blog EPMGuidance.com.

    Mr. Vandersluis has taught Advanced Project Management at Montreal’s McGill University and has been a member of PMI since 1986.

John Walsh

John Walsh

U.S. Census Bureau

The Facilitating PMO: How to Implement Project Success across the Organization
Co-Presented with Susan Hostetter

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    This paper will explore the Project Management Office’s (PMO) role of facilitating project success within an organization. This paper will cover challenges a PMO ha to overcome to effectively facilitate project success such as: staying informed of project progress, developing and documenting effective project management processes; maintaining the level of staff needed to support projects; and walking the line between facilitation and leadership.

    This paper will cover the tools that the Demographic Statistical Methods Division PMO has developed to facilitate project success in the division. These tools include deliverable based schedules and timesheets, cost estimation processes, the project management best practice program and project status reports for stakeholder communication. Additionally, this paper will cover the benefits of facilitating project success. These benefits will include supporting many projects at once; maintaining standards for project management across the organization; relieving subject matter experts of project management tasks and improving project reporting and stakeholder communication across the organization.

    Technical Project Management: .5, Leadership: .5

    Bio

    John Walsh, PMP, is Chief of the Management Operations Office in the Demographic Statistical Methods Division (DSMD) at the U.S. Census Bureau in Washington, DC, USA. As a project management professional over the last 12 years, he has been instrumental in implementing project management processes for large-scale programs across the Census Bureau, including the Economic Census, as well as the Current Demographic and Current Economic survey programs. He received an undergraduate degree in Economics from the University of Maryland at College Park. John can be contacted at john.c.walsh@census.gov

Marv Williams

Marv Williams

Xerillium

How Blockchain Projects are going to Alter Project Management Methodologies

Rm: JSOM 1.102
  • Read Abstract and Bio
  • Abstract

    Blockchain technology is revolutionizing the way we conduct business. This decentralized model using distributed ledgers is doing away with the traditional model that we have had for managing centralized project development. Traditional models have assumed a single organization or the organizations that developed the application having control of the application. Blockchain changes this model and new techniques and concepts necessary to ensure quality and security over an application that the organization will no longer have control after deployment. Understanding the immutability of the Blockchain and the immense power of smart contracts need to be a key factor in the execution of the project.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Marv is the founder and CEO of Xerillium a company that develops blockchain enabled devices and software. Marv has help lead the technology revolution during the 90’s and was recognized as the top inventor while at IBM. Many of the features we use today in electronic mail and calendaring systems were invented by him. He has created inventions for ATT Bell-Labs and has been employed with Pre-IPO companies, such as TIBCO Software in the propagation of the Enterprise Service Bus. Marv is a Level 2 TOGAF Architect and a Certified Information Systems Security Professional (CISSP), PMP and ACP. Marv has a B.S. in Computer Science from Kent State University and a M.S. in Management of Information Systems from The University of Texas, Dallas.

May 21, 1:00 – 2:00 p.m.Back to Top

Wayne Bullard

Wayne Bullard

Lennox International

Just Show Up

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Abstract

    In considering VUCA, one thing I have definitely experienced directly is how it does not care about business, culture, or borders when living life. In the corporate world, competitors vying for marketing strategies to gain shares, regulations that affect the designs for products or services, and generational differences for how to attract and retain talent for productive teams are a few examples of VUCA.

    It affects us personally in our lives as well for our perceptions of what matters to our family or us directly. For example, back in 2013 I was told my sugar was getting high and to avoid diabetes I either need to think of doing something about it or accept that I may be on medication soon.

    Today I will share how dealing with a health VUCA situation opened the door to do more in community programs. It happened as I applied my project skills to my personal life that overflowed into events in the USA for library services, corporate team organizing supporting veteran’s family services, and even show my gratitude to adopt a school in Kenya due to a personal invitation to come train by Kenyans who were inspired by my progress in health.

    When someone said I should be proud of what I have done and can celebrate my victory, I answered:
”When we are busy being proud of what we’ve done, we miss seeing more of what we can become. Always be open to being better every day.”

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .5

    Bio

    Wayne Bullard has practiced project management since 1996. He earned his PMP in 2005, and certificates for Lean Bronze in 2013 and Lean Silver in 2016. Wayne supports projects in finance, construction, telecommunication technologies, community associations, manufacturing, and nonprofits programs. Wayne has improved policies and procedures, reduced waste and expenses, created technology lifecycle trackers, implemented facility and safety best practices, managed vendors, contract negotiations, and fundraising events. He has served roles as IT technology specialist and management, real estate specialist and project manager, facility manager, Vice President IT Networks, and board officer for nonprofits. Wayne current career is in corporate real estate and supports veteran and education programs in the USA and Kenya as well as an avid road and trail runner.

Raymond Chin

Raymond Chin

DXC Technology

Red Projects: Next Steps

Rm: JSOM 1.102
  • Read Abstract and Bio
  • Abstract

    Every Project Manager knows the five process groups and the ten knowledge areas and therefore all the processes therein, but less understood is the concept that in a well running project there is an almost palatable “feel” of progress and confidence that tends to be present in the attitude of the team, the work products and in the interactions between all participants, unfortunately, the inverse is also true. For any number of reasons a project can go off the planned rails and go Red. In many cases, this results in a tidal change in personnel. Sometimes it is just an increase in resources known as throwing bodies at a problem. However, sometimes it starts with just one change, the replacement of the Project Manager. For that entering PM, the challenges are numerous, akin to being thrown into the deep end of the pool, blindfolded, with the charge to “fix it”. It can be overwhelming, but the task is not impossible.

    In this presentation, we will explore an approach to Red Project Management, developing a working framework and examine some techniques to employ in the “Go to Green Planning” that must be completed to recover a project in crisis, reset stakeholder expectations and bring a troubled project to an acceptable conclusion.

    Technical Project Management: .5, Strategic and Business Management: .5

    Bio

    Raymond Chin is currently a Delivery project manager (Testing) in the State and Local Healthcare domain at DXC Technology where he manages and leads an organization including several Project Management Professionals. After discharge from the United States Army upon completion of Operation Desert Storm, he attended the University of Texas where he majored in International Economics and Business Foundations. He has worked in the State and Local Healthcare Industry since 2000 and since 2005 has served as a project, testing or delivery assurance manager on over a dozen successful multi-year implementation projects as well as duties as an organizational manager and as a Technical Capability manager.

    Raymond continues in his search to identify and nurture talented resources, sharing knowledge, techniques and perspectives gained over almost 20 years in Healthcare I.T.

Mei Lin

Mei Lin

City of Plano

A Secret Weapon for Success in Project Management that Can Solve the Uncertainty and Complexity in Every Project #storytelling#

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    Communication is one of the most important skills needed for project managers. We all know how to speak, but few know how to effectively communicate.

    Project managers are tasked with communicating all levels of complexity and uncertainty throughout each project. Storytelling is a powerful tool for project managers to effectively communicate with project sponsors, project stakeholders, and members that will result in significant enhancement of the team communications experience and the overall project success.

    Technical Project Management: .75, Leadership: .25

    Bio

    Mei is a native of Taiwan where she earned dual B.A. degrees in Law and Social Work from National Taipei University. She emigrated to the U.S. in 2008 and earned a Master of Business Administration from Texas A&M University-Commerce.

    Mei has over 10 years of experience in Marketing, Healthcare, International operations, and Information Technology. She works tenaciously serving her team and growing with them one project at a time.

    Mei is a PMI-ACP and PMP certified Project Manager and the Vice President of Programs for the PMI Dallas Chapter. Additionally, she has been an active member of Toastmasters International since 2014 where she has served in a variety of leadership roles including Metro Division Director 2016-2017 where she supervised and supported the education of six areas which accounted for over 600 individual members.

Lawrence Reid

Lawrence Reid

Concentra

The Evolution of Customer Relationship Management (CRM), from the Rolodex to Augmented Information, Through Machine Learning

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Abstract

    We have come a long way since the days of a basic Rolodex and phone calls for managing sales. Today, social media and machine learning technics are revolutionizing the way we think about our customers and how we relate with them from only a few years ago.

    CRM solutions are complex and impact many departments throughout the organization and beyond. The tools and technics used to manage these complex implementations and integrations are also continuing to evolve. Traditional waterfall and agile methodologies have their place in the CRM lifecycle.

    The era of CRM began as a progression from sales automation to a more holistic view of the customer. In the early years CRM was considered a novelty or luxury. Today CRM is as crucial to running a business as the company’s accounting system. In fact, they are tightly integrated to manage the processes for selling, pricing, inventory, and a customer’s credit balance. Customer support is no longer an afterthought. It too is built directly into the customer life cycle and CRM.

    Looking into the future, social media will continue to make a big impact on CRM from the way companies use it to advertise, sell, and support customers. A.I. as augmented information or artificial intelligence will continue to evolve and impact CRM implementations and the way we manage them.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .5

    Bio

    Mr. Reid is a Customer Relationship Management (CRM) specialist with over twenty years of experience in business analysis, project management, implementation, customization, and integration for companies in the aerospace, financial services, manufacturing, and medical industries.

    Lawrence earned a Bachelor’s degree in Finance from the University of Texas, Arlington, and certificate of Financial Planning from Southern Methodist University. Lawrence has obtained the Project Management Professional (PMP) and Certified ScrumMaster (CSM) certifications. He is a member of the Dallas and the Fort Worth chapters of the Project Management Institute (PMI) and International Institute of Business Analysis (IIBA).

Prakash Tuladhar

Prakash Tuladhar

Why Should You Fund Value Streams Rather than Projects

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Abstract

    Scale Agile Framework. The topic of discussion will be on how organizations can prepare themselves for relentless improvement and stay ahead of competition through Lean Agile, Value Streams and Continuous Exploration and Continuous Integration.

    Technical Project Management: .75, Leadership: .25

    Bio

    Prakash Tuladhar is an IT leader who is passionate about people’s side of software project delivery. After all, its people who do projects. In the era of knowledge workers, understanding people and what motivates them is an essential part of achieving success. Happy people create sustainable environment for continued success.

    Prakash is SAFe Program Consultant, and Certified Scrum Master with 16+ years of experience in IT as a Developer, Systems Analyst, Software Tester, Project Manager, and Agile Scrum Coach. 
He is experienced in managing IT resources, budgets, and systems in software development and solutions delivery for Fortune 500 companies.

    Well-developed skills coaching and leading high-performing teams, controlling budgets, building strong relationships between business partners and technical teams, and running ARTs (Agile Release Trains) that include production support and Systems Teams. Dedicated leader with outstanding communication skills and a proven track record of success managing large-scale software development projects, tools, and teams in SAFe and Agile environments.

Bob Vandehey

Bob Vandehey

Alkami Technology, Inc

Managing the move to Continuous Delivery

Rm: JSOM 1.217
  • Read Abstract and Bio
  • Abstract

    Amazon is doing it. Google is doing it. Microsoft has started doing it. Continuous Delivery and breaking down the monolith into micro services is the hot buzz word within the technology industry and everyone is talking about it. But Continuous Delivery definitely brings along lots of volatility, uncertainty and complexity. What does Continuous Delivery mean and how do I manage the move from a monolith to a micro service architecture. Should I even break down the monolith? What are the advantages and pitfalls? How do I prepare the organization for the radical change that needs to occur to support Continuous Delivery? This session will explore these topics.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Bob Vandehey is Vice President & Chief Architect for Alkami Technology, Inc., a provider of online and mobile banking solutions for financial institutions, including the company’s flagship product, the ORB platform. Bob has been an instrumental leader in developing numerous online digital banking solutions over the last 20 years. He introduced the concept of a portal into online banking to enable highly customized banking sites to meet the varied needs of individual customers while still maintaining a common codebase. That concept ultimately became the foundation for the Fiserv Architect product. Since joining Alkami in 2013, Bob has leveraged his past experiences and continued to improve the online banking experience that has led to developing ORB, the ultimate digital banking solution.

May 21, 2:10 – 3:10 p.m.Back to Top

David Pells

David Pells

Panel Moderator, Managing Editor
PM World Journal

Reducing Complexity in Projects: Real World Issues and Practical Approaches – Panel Discussion

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Co-Presented with Conrado Morlan, Dr. Charles Y. Chen & Mechelle Davidson

    Abstract

    It seems that the failure rate of projects has not decreased much in the last few decades. According to PMI, “Data from the new 2019 Pulse of the Profession® survey show organizations wasted almost 12 percent of their investment in project spend last year due to poor performance—a number that’s barely budged over the past five years.” At the same time, complexity seems to be increasing both in terms of project conditions and project management factors, both internal and external. How much does complexity factor into project success or failure? Does complexity lead to an increased rate of failure? What problems does complexity cause? How can complexity be reduced? What are some common sources of complexity, and complexity-related issues, problems and possible solutions? This panel will discuss these questions.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    David L. Pells is an internationally recognized leader in the field of professional project management with more than 40 years of experience on a variety of programs and projects, including engineering, construction, energy, defense, transit, technology and nuclear security, and project sizes ranging from thousands to billions of dollars. He currently serves as an advisor on a national security program for the US government. He has been an active professional leader in the United States since the 1980s. He was founding member of four PMI chapters, president of two PMI chapters (Eastern Idaho and Dallas), founding Chair of PMI’s first SIG in 1992 and member of the PMI board of directors twice. David was awarded PMI’s Person of the Year award in 1998 and was named a PMI Fellow in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA) India; Istituto Italiano di Project management (ISIPM) in Italy; and the Russian Project Management Association. David Pells is Managing Editor of the PM World Journal (www.pmworldjournal.net) and Managing Director of the PM World Library (www.pmworldlibrary.net). He has a Bachelor’s degree in business from the University of Washington and an MBA from Idaho State University in the USA. David lives in Addison, Texas and can be contacted at editor@pmworldjournal.net.

Conrado Morlan

Conrado Morlan

Reducing Complexity in Projects: Real World Issues and Practical Approaches – Panel Discussion

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Co-Presented with David Pells, Dr. Charles Y. Chen & Mechelle Davidson

    Abstract

    It seems that the failure rate of projects has not decreased much in the last few decades. According to PMI, “Data from the new 2019 Pulse of the Profession® survey show organizations wasted almost 12 percent of their investment in project spend last year due to poor performance—a number that’s barely budged over the past five years.” At the same time, complexity seems to be increasing both in terms of project conditions and project management factors, both internal and external. How much does complexity factor into project success or failure? Does complexity lead to an increased rate of failure? What problems does complexity cause? How can complexity be reduced? What are some common sources of complexity, and complexity-related issues, problems and possible solutions? This panel will discuss these questions.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Conrado Morlan, PMP, PgMP is an experienced global portfolio, program and project manager with more than 20 years of experience in aligning projects with organizational strategy for multinational companies and leading virtual and collocated multicultural and multigenerational teams in the Americas and Europe. Mr. Morlan was one of the first 150 individuals to achieve the PfMP credential worldwide and was the recipient of the PMI 2011 Distinguished Contribution Award for his activities and influence in championing project management to Spanish-speaking practitioners and organizations. His contributions to Project Management are numerous as he strives to increase the field’s visibility and advance the profession through conferences, blogs, articles, and interviews. One can also consider that his presence and its effects are multiplied by three, as his linguistic talents enable him to work across borders at equal levels of comfort in English, Spanish, and Portuguese.

    Conrado can be contacted at conrado@thesmartpm.com

Charles Y. Chen

Charles Y. Chen

Raytheon Company

Reducing Complexity in Projects: Real World Issues and Practical Approaches – Panel Discussion

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Co-Presented with David Pells, Conrado Morlan & Mechelle Davidson

    Abstract

    It seems that the failure rate of projects has not decreased much in the last few decades. According to PMI, “Data from the new 2019 Pulse of the Profession® survey show organizations wasted almost 12 percent of their investment in project spend last year due to poor performance—a number that’s barely budged over the past five years.” At the same time, complexity seems to be increasing both in terms of project conditions and project management factors, both internal and external. How much does complexity factor into project success or failure? Does complexity lead to an increased rate of failure? What problems does complexity cause? How can complexity be reduced? What are some common sources of complexity, and complexity-related issues, problems and possible solutions? This panel will discuss these questions.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Dr. Charles Y. Chen, PMP has had the privilege of leading teams of engineers and scientists to transform ideas into viable products. His career began at Northrop Grumman, initially as a systems engineer and then as a program manager, he led matrixed teams of engineers to innovate, mature, and produce new electronic sensor technologies and algorithms. Energetics Incorporated introduced Charlie to the world of management consulting. Initially as a director then as the Chief Strategy Officer, he led teams to help clients transition ideas developed in the laboratory to the marketplace, overcoming the so-called valley of death. At Hover Energy, Dr. Chen led the key activities to build a new wind turbine designed for the urban environment. He is currently an Engineering Fellow and a member of the Chief Technologist’s Technical Staff at the Raytheon Company.

    Dr. Chen received his B.S. and Ph.D. degrees in Electrical Engineering from Cornell University. He received his Executive Education from University of Chicago Booth School of Business. As a PMP, he looks forward to leading his next team to achieve the impossible.

    Email address: doccychen@gmail.com
    https://www.linkedin.com/in/charlesychenphd/

Mechelle Davidson

Mechelle Davidson

Origin Consulting

Reducing Complexity in Projects: Real World Issues and Practical Approaches – Panel Discussion

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Co-Presented with David Pells, Conrado Morlan & Dr. Charles Y. Chen

    Abstract

    It seems that the failure rate of projects has not decreased much in the last few decades. According to PMI, “Data from the new 2019 Pulse of the Profession® survey show organizations wasted almost 12 percent of their investment in project spend last year due to poor performance—a number that’s barely budged over the past five years.” At the same time, complexity seems to be increasing both in terms of project conditions and project management factors, both internal and external. How much does complexity factor into project success or failure? Does complexity lead to an increased rate of failure? What problems does complexity cause? How can complexity be reduced? What are some common sources of complexity, and complexity-related issues, problems and possible solutions? This panel will discuss these questions.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Mechelle Davidson, PMP is a Program Manager for Origin Consulting, a utilities consulting firm with offices in North Texas. With over 20 years of experience in the utility industry, Mechelle has implemented complex, cross-functional projects and programs for a variety of customers in both regulated and deregulated environments throughout the United States. A certified project management professional (PMP), scrum master (CSM), and six sigma black belt (CSSBB), Mechelle is passionate about project management and finds opportunities to use these skills both in and out of the workplace. Mechelle’s professional background includes project management, process improvement, learning & development, and consulting.

    Mechelle can be contacted at https://www.linkedin.com/in/mechelledavidson/.

Curt Raschke

Curt Raschke

Panel Moderator

Agile Incognito – Panel Discussion

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Co-Presented with Tresia Eaves, Greg Gomel & Susan Fojtasek

    Abstract

    You recognize the value of Agile practices, and want to adopt some to better deliver your projects. However, when your organization has not yet made a formal transition to Agile, how do you determine which Agile processes will best align with your projects? Or when your existing practices don’t overcome recurring problems like team dysfunction, wasted effort, poor communication, high risk levels, etc., how do you determine which Agile methods will most benefit your projects?

    For answers to these and any other Agile questions you may have, please join our panel of Agile practice thought leaders on how to implement “Agile Incognito;” stealthily inserting useful Agile values, principles and approaches into your projects and eventually across your organization on the way to being Agile.

    Technical Project Management .5, Leadership .5

    Bio

    Curt Raschke has been a product development thought leader, collaborative project manager and business process innovator with several high technology companies in the Dallas/Fort Worth area for close to 30 years. He teaches “Effective New Product Introduction” for the UTD Center for Intelligent Supply Networks on how to use innovative supply chain product introductions as the basis for sustainable competitive advantage and “Applied Calculus for Project Managers” for the UTD Executive MBA Project Management program. Curt founded the UTD Applied Project Management Forum in 2004 and has been a member of the UTD Project Management Symposium planning team for all ten years of its existence. He has his Ph.D. in Solid State Physics and PMP and Lean Six Sigma Green Belt certifications.

Tresia Eaves

Tresia Eaves

Senior Manager
Protiviti

Agile Incognito – Panel Discussion

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Co-Presented with Curt Raschke, Greg Gomel & Susan Fojtasek

    Abstract

    You recognize the value of Agile practices, and want to adopt some to better deliver your projects. However, when your organization has not yet made a formal transition to Agile, how do you determine which Agile processes will best align with your projects? Or when your existing practices don’t overcome recurring problems like team dysfunction, wasted effort, poor communication, high risk levels, etc., how do you determine which Agile methods will most benefit your projects?

    For answers to these and any other Agile questions you may have, please join our panel of Agile practice thought leaders on how to implement “Agile Incognito;” stealthily inserting useful Agile values, principles and approaches into your projects and eventually across your organization on the way to being Agile.

    Technical Project Management .5, Leadership .5

    Bio

    Tresia Eaves is a Senior Manager within the Technology Consulting Practice of Protiviti. Tresia has a total of 25 years of combined consulting and line leadership experience. She is also an author, instructor and public speaker. Tresia was a recent finalist for the Tech Titans Community Hero award in 2018 and was awarded “Top Women in IT” by the Dallas Business Journal in 2017.

    She is a PhD student at UNT expected to defend her dissertation in 2020. Her area of study for her doctorate is Information Science and how veterans seek information when looking for employment in North Texas when transitioning from the military. Her book, “Above and Beyond: The Secrets of Outstanding Project Leadership” was published in 2014 and expands on her combined military and industry experiences and how they contribute to her project management skills.

    Tresia has a Bachelor’s in Computer Science from Baylor University, a Master’s in Human Relations–Organizational Behavior from the University of Oklahoma. She achieved her Project Management Professional certification in 1999, was awarded the PMI Dr. Harold R. Kerzner International Project Manager of the Year Award in 2007, earned her Green Belt in Lean Six Sigma in 2009, and graduated from the PMI Leadership Masters Course in May of 2010. She was awarded the PMIEF Community Achievement Award in 2017 based on her work with NPower and helping veterans through a Speed Mentoring program she created which connects veterans/their spouses with executive mentors who coach and help them find technology jobs after they complete training with NPower.

    She is a member of several non-profit boards including: the NPower Texas Regional Board, the Agile for Patriots Board of Directors, serves as the long-time Philanthropy Chair for the Chapter of Society for Information Management (SIMDFW), and she is the Past President of the Fort Worth Chapter of the Project Management Institute (FWPMI). Tresia is also a proud USAF veteran who served from 1992-2000 working on the AWACS programs at Tinker AFB in Oklahoma and later for NATO AWACS in Geilenkirchen, Germany. She resides in Grapevine, Texas with her family and beloved dogs: Gunny (a Dutch Shepherd) and Callie (a bulldog/boxer mix they rescued).

Greg Gomel

Greg Gomel

Founder
The Gomel Group LLC

Agile Incognito – Panel Discussion

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Co-Presented with Curt Raschke, Tresia Eaves & Susan Fojtasek

    Abstract

    You recognize the value of Agile practices, and want to adopt some to better deliver your projects. However, when your organization has not yet made a formal transition to Agile, how do you determine which Agile processes will best align with your projects? Or when your existing practices don’t overcome recurring problems like team dysfunction, wasted effort, poor communication, high risk levels, etc., how do you determine which Agile methods will most benefit your projects?

    For answers to these and any other Agile questions you may have, please join our panel of Agile practice thought leaders on how to implement “Agile Incognito;” stealthily inserting useful Agile values, principles and approaches into your projects and eventually across your organization on the way to being Agile.

    Technical Project Management .5, Leadership .5

    Bio

    Greg Gomel is the Founder of The Gomel Group, a Veteran Owned Small Business​ in Plano, TX offering executive consulting in the design, delivery, and continuous process improvement of cost-effective, high-performance organizations. An accomplished Senior Executive, Consultant, Entrepreneur, and Thought Leader with more than 40 years of success in the government, financial services, healthcare, entertainment, retail industries and is a retired Lieutenant Commander from the United States Coast Guard Reserve.

    Greg is a Ph.D. student at University of Texas, Tyler with a focus on Organizational Change Management and earned a Master of Arts in Teaching and Bachelor of Science in History and Humanities from Jacksonville University; holds a Project Management Masters Certificate from George Washington University and a Graduate Certificate in Total Quality Management from Marymount University. Certifications held include: CMQ/OE, CSQE, PMP, PMI-ACP, CSP-SM, CSP-PO, PSM1, PSPO1, SPS and ICP-ACC.

    He volunteers at and sponsors several professional organizations such as the Project Management Institute, American Society for Quality, Information Systems Security Association, Information Systems Audit and Control Association, Society for Information Management, Association of IT Professionals, and the Alliance of Technology and Women.

    Greg has funded scholarships to support students through the Project Management Institute Education Foundation; the Information Systems Security Association Education Foundation; and at Collin College. He also supports local efforts such as Dallas GiveCamp and by serving on the advisory boards at Collin College for their Computer Science and Cyber Security programs. In addition, as a military veteran he serves veterans through groups such as NPower where he serves on the Regional Advisory Board and Agile for Patriots that he co-founded to provide training and certification in Scrum.

Susan Fojtasek

Susan Fojtasek

Vice President of Consulting
Improving

Agile Incognito – Panel Discussion

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Co-Presented with Curt Raschke, Tresia Eave & Greg Gomel

    Abstract

    You recognize the value of Agile practices, and want to adopt some to better deliver your projects. However, when your organization has not yet made a formal transition to Agile, how do you determine which Agile processes will best align with your projects? Or when your existing practices don’t overcome recurring problems like team dysfunction, wasted effort, poor communication, high risk levels, etc., how do you determine which Agile methods will most benefit your projects?

    For answers to these and any other Agile questions you may have, please join our panel of Agile practice thought leaders on how to implement “Agile Incognito;” stealthily inserting useful Agile values, principles and approaches into your projects and eventually across your organization on the way to being Agile.

    Technical Project Management .5, Leadership .5

    Bio

    Susan is vice president of consulting for Improving. She is responsible for leading a team of consultants, providing consulting services in agile project/program management, and chairing the company’s strategic initiatives committee.

    Susan started her career as a software engineer at Raytheon E-Systems, and later served as principal consultant and director of global sourcing for Valtech Technologies. She joined Improving as a founding member in 2007. Improving has seen continued growth, receiving honors from the Inc500/5000, Dallas 100, and Aggie 100. More importantly, the company has received recognitions from its employees as one of the best work places in Texas as noted by the Dallas Morning News, Dallas Business Journal, and Texas Monthly.

    Susan earned an MBA from the University of Texas at Dallas and a B.S. in computer science from Texas A&M University. She serves as vice-chair of the Texas A&M Computer Science & Engineering Department Advisory Council and volunteers with Junior League Collin County. She recently was named a silver Stevie Women in Business honoree for Maverick of the Year.

    Susan enjoys spending time with her family & friends, participating in outdoor activities, and traveling to new places.

Joe Carson

Joe Carson

Panel Moderator
PMP

Taming the Volatile Project – Panel Discussion

Rm: JSOM 1.217
  • Read Abstract and Bio
  • Co-Presented with E. Shirl Donaldson

    Abstract

    Have you ever felt like the project was changing more than progressing? Do you feel like a babysitter because your project team changes daily? If this description describes your project or organization, then you may want to check out this panel discussion. As project managers, it is vital that we know change does occur, yet we must establish an atmosphere capable of leveraging the change to benefit the project outcome. This session will be a panel discussion and the presenters will share knowledge, tools, and techniques, which can be used to help tame a volatile project. There are several key topics, which will be discussed including the use of change management, conflict management, and stakeholder management to assist in taming the volatility.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .50

    Bio

    Joe Carson, PMP is a Project Manager with experience across a broad spectrum of industries, including manufacturing, Engineering, Procurement, and Construction within the Power and Oil & Gas segments, and the mortgage servicing industry. He has been involved and lead projects across a very diverse range from information technology implementation to design and construction of new Industrial Facilities, which have a financial range from $100k to $1.2 billion. To complement his work experiences, Joe has an extensive educational background, which include a BS in Business Administration and Management, Master of Business Administration, a Master of Engineering emphasis on Capital Project Supply Chain Management, and is currently in the dissertation process for his Doctorate of Business Administration. The philosophy Joe uses to complete his work is understanding the importance to working with others to complete projects on-time, under budget, and while meeting the expectations of the client.

    Joe is also actively involved in furthering the advance of Project Management practice through his service in the local chapter. He has served as the Vice President of Operations for the PMI Dallas Chapter and is the current President for the PMI Dallas Chapter. In addition to the service in the local chapter, Joe has also presented topics for other chapters and has presented at academic conferences on the importance of leadership in Project Management. Leadership in project management is also the focal point of Joe’s Doctoral Dissertation. Joe and his wife reside in Dallas County.

E. Shirl Donaldson

E. Shirl Donaldson, PhD, PMP

Assistant Professor
The University of Texas at Tyler

Taming the Volatile Project – Panel Discussion

Rm: JSOM 1.217
  • Read Abstract and Bio
  • Co-Presented with Joe Carson

    Abstract

    Have you ever felt like the project was changing more than progressing? Do you feel like a babysitter because your project team changes daily? If this description describes your project or organization, then you may want to check out this panel discussion. As project managers, it is vital that we know change does occur, yet we must establish an atmosphere capable of leveraging the change to benefit the project outcome. This session will be a panel discussion and the presenters will share knowledge, tools, and techniques, which can be used to help tame a volatile project. There are several key topics, which will be discussed including the use of change management, conflict management, and stakeholder management to assist in taming the volatility.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .50

    Bio

    E. Shirl Donaldson came to academia as a second career after two decades in manufacturing. This industrial experience gives Dr. Donaldson a broad range of practical scenarios to share with students in the classroom. These real-life lessons permeate several sectors of business and technology. In 1999 E. Shirl Donaldson completed her master’s degree in Industrial Technology while working full time in a production machine shop. This entity was a tier one supplier to several OEM’s. Supporting the corporate strategic plan, Donaldson focused on project management, quality systems, MRP systems, ERP systems, supply chain management, and process improvement during here graduate studies. Overlapping experiences in manufacturing, business and education helped her develop a unique perspective on workforce development as well. This practical and theoretical knowledge is evident in her classroom and external professional activities. Donaldson received a Doctor of Philosophy in Industrial Technology from Purdue University in December of 2012. Upon receiving her Ph.D. she completed a strategic post-doctoral appointment comprised of researching entrepreneurship, supply chain management, and leading diversity initiatives in the College of Technology. In July 2013, Dr. Donaldson was certified as a project management professional (PMP). Immediately following her post-doctoral appointment, she became a clinical assistant professor in the School of Engineering Technology.

    In 2015 Dr. Donaldson was selected to become an Entrepreneurial Leadership Academy Fellow. Her objective was to help students commercialize products created in course projects. Dr. Donaldson’s research concentration examines how academic and industrial environments enable effective learning, discovery, and realization of new and transferred knowledge. A strong advocate of inclusionary practices in education and business, Professor Donaldson encourages students to work to their strengths while constantly expanding their skill sets and prospective of life. She has mentored several students in areas of progression and transition from undergraduate to graduate studies, research, and study abroad.

    Dr. Donaldson is an Assistant Professor at The University of Texas at Tyler, teaching in the Soules College of Business. She teaches technology courses and provides faculty mentorship on industry sponsored projects, service learning and community engagement activities. To help facilitate students’ professional growth, Dr. Donaldson started a campus-based project management club. In this setting, students are provided with resources to prepare for credentials such as the PMP or CAPM and numerous networking opportunities. She’s an active member of the Dallas chapter of PMI and serves in the Applied Project Management Division of the chapter. Concurrently, Donaldson stays connected to the business community by consulting in various disciplines. She has tackled challenges ranging from logistics in a non-profit organization to equipment optimization and weatherization in refinery operations. As a lifelong learner, she often quotes Dr. Maya Angelou, “When you know better, you do better”.

May 22, 10:55 – 11:55 a.m.Back to Top

Rebecca Brady

Rebecca Brady

Literacy Instruction of Texas (LIFT)

We Can Work It Out . . . With a Little Help From My Friends

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Abstract

    PMs and stakeholders face ongoing change in a VUCA environment. Successful PMs develop and maintain teams that are dynamic and high-functioning to deliver successful projects. But stakeholders, including PMs, are resistant to changes, so how do PMs foster, manage and direct successful teamwork? We will utilize the wisdom of the Beatles’ to remind us to effectively deal with our changing environment utilizing teamwork and communication.

    “(Help) I need somebody,
    (Help) not just anybody…”

    Teams find answers to challenges using everyone’s insights and expert knowledge. This is accomplished using multiple communication modalities to keep information open, simple, and frequent. The PM empowers self-organization and decision-making by team members. The interconnection results in better communication, collaboration, information, and goal achievement. The team members’ combined intelligence and perspectives lead to innovative ideas, effective responses to change, and successful project completion. The PM enhances the team’s diversity, experience, and skills with effective communication to exploit positive risks.

    “Life is very short and there’s no time, for fussing and fighting my friend.”

    It is important for teams to have agreement on purpose and goals. PMs need ongoing, frequent communication so there is clarity and alignment about the goals of the project. Team members have the same vision, collaborate, and minimize conflict.

    “With every mistake, we must surely be learning.”

    Encourage project teams to be agile, learn, test, and integrate new ideas utilizing lessons learned. Focusing on proactive communication instead of reactivity means we successfully meet our goals and objectives in a VUCA world.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .5

    Bio

    Rebecca Brady has been teaching and facilitating adult literacy with Literacy Instruction for Texas (LIFT) since 2014 and ESL education with the Richardson Adult Literacy Center (RALC) since 2018. She acts as a Court Appointed Special Advocate (CASA) for Collin County to assist foster children. Rebecca participates and is a board member in the Plano Community Garden and donates locally-grown, organic vegetables to local foodbanks. Being active in the community is important and a primary focus for Rebecca.

    Previously Rebecca was employed with NICE Systems in multiple roles, including Director of Educational Services, Project Manager, Client Manager, and Senior Manager of Implementation. She has over twenty years of project management experience. She has a MS in Finance and is a PMP.

Michael Borts

Michael Borts

Exigo

We Can Work it out . . . With a Little Help from My Friends
Co-Presented with Rebecca Brady

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Abstract

    PMs and stakeholders face ongoing change in a VUCA environment. Successful PMs develop and maintain teams that are dynamic and high-functioning to deliver successful projects. But stakeholders, including PMs, are resistant to changes, so how do PMs foster, manage and direct successful teamwork? We will utilize the wisdom of the Beatles’ to remind us to effectively deal with our changing environment utilizing teamwork and communication.

    “(Help) I need somebody,
    (Help) not just anybody…”

    Teams find answers to challenges using everyone’s insights and expert knowledge. This is accomplished using multiple communication modalities to keep information open, simple, and frequent. The PM empowers self-organization and decision-making by team members. The interconnection results in better communication, collaboration, information, and goal achievement. The team members’ combined intelligence and perspectives lead to innovative ideas, effective responses to change, and successful project completion. The PM enhances the team’s diversity, experience, and skills with effective communication to exploit positive risks.

    “Life is very short and there’s no time, for fussing and fighting my friend.”

    It is important for teams to have agreement on purpose and goals. PMs need ongoing, frequent communication so there is clarity and alignment about the goals of the project. Team members have the same vision, collaborate, and minimize conflict.

    “With every mistake, we must surely be learning.”

    Encourage project teams to be agile, learn, test, and integrate new ideas utilizing lessons learned. Focusing on proactive communication instead of reactivity means we successfully meet our goals and objectives in a VUCA world.

    Technical Project Management: .25, Leadership: .25, Strategic and Business Management: .5

    Bio

    Michael Borts has over twenty years of project management experience. He is skilled in implementation project management. Currently he is enjoying work at Exigo as a Senior Project Manager. Previously he was employed as a Senior Project Manager with NICE Systems. He has a BA and is a PMP.

    In addition, Michael is a member of the thirteen time world champion Vocal Majority chorus, one of the Dallas Knights, and is a National Anthem soloist for sports teams such as the Dallas Mavericks, Texas Rangers, and the Dallas Sidekicks. He conducts and facilitates workshops for choruses to assist with competitions and performances. Michael and his wife participate with their dogs on Sure Shots, a nationally-ranked fly ball club.

Dwight Davis

Dwight Davis

Lighthouse Performance Consulting

Leadership for a VUCA Project Management Environment

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    Why are basic projects, products, and marketing failing to fully meet customer needs with high satisfaction? Today’s volatile business environment, along with the uncertainty of new technologies provides added difficulties in managing projects. Also, there are many complex projects requiring interdependence with interconnecting systems, which provide a number of change ambiguities for leadership to consider. In this fragile VUCA business environment, we need wisdom to employ new VUCA prime leadership strategies. These strategies will allow leadership to lead their teams with innovation and clarity to focus on the big picture of their projects with genuine understanding and agility. Outcome driven innovation techniques will produce improved productivity of project management.

    Also, these new VUCA prime leadership strategies and techniques will drive improved project management leadership and teams with predictable results. Teams will be more agile with clear understanding and clarity, with capability to produce products and services with project management improvement and success. Don’t keep using the old fragile hit-and-miss innovation processes. The new outcome driven VUCA prime transformation strategies, concepts and techniques now makes change and innovation three (3) times more predictable while minimizing project risk impacts.

    The expanded details of the 4 faceted VUCA prime outcome driven leadership and team strategies and techniques can be regularly used within organizations. These have helped improve managed projects, products, services, and even customer service, marketing and organization market position.

    Leadership: .5, Strategic and Business Management: .5

    Bio

    Dwight Davis, MBA, PMP®, CPT is Owner and Senior Program Management Consultant for Lighthouse Performance Consulting, his own firm based in Garland, Texas, USA. Dwight is a seasoned high tech project management leader and senior consultant who has served in Project Management Leadership over 40 years in IT Services, Telecom and Defense industries, such as: Hewlett Packard, EDS, MCI WorldCom, Andrew SciComm, Raytheon and E-Systems. He has remarkable results in leading increased IT productivity with innovative transformational change project management leadership for turnarounds of multiple major projects with successful results that far exceeded customer expectations. He received both a Masters of Business Administration (MBA) from Grace University and his Bachelor of Science in Electro/Mechanical Engineering (BSEME) with Computer Science from Texas Institute of Technology (now merged with DeVry University-Texas).

Darrel Hubbard

Darrel Hubbard

D.G.HUBBARD ENTERPRISES, LLC

A VUCA-Mindset and VUCA-Model for Project Business Management in the 4th Industrial Revolution

Rm: JSOM 1.102
  • Read Abstract and Bio
  • Abstract

    The new norm is a business environment where the challenges caused by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) are accelerating. The 4th Industrial Revolution is entering its exponential-change phase and is accelerating the disruptive VUCA forces that business, portfolio, program, and project leadership must address. Multiple interrelated demographic, entrepreneurial, sociological, geo-political, structural, operational, economic, and technological disruptions are continually occurring within the global marketplace. These business disruptors are keeping project and business management operations in flux and demand timely, proactive, agile, and adaptive responses. This requires systems thinking, open-mindedness, and active-listening to leverage various forms of increased diversity to move from reactive to proactive leadership and management.
The four distinct VUCA challenges to managing are amalgamated by various general perceptions, which ignore that each challenge requires distinct sets of operational and project management approaches for each specific business and marketplace. This paper provides a model for ungarbling perceptions and understanding how to address each challenge. This approach will help leadership and management improve their ability to identify, understand, predict, and prepare for the conditions and situations being generated by worldwide events.
This paper also provides a VUCA-Accelerated (VUCAA) mindset that enables leaders and managers to embrace accelerating change and employ adaptability, soft-skills, innovation ecosystems, and flexibility to agilely perform and manage the predicting, strategic-planning, innovating, adapting, forecasting, and change processes needed within their enterprises. This VUCAA-mindset is now required to successfully lead projects, manage operations, reduce risks, and enhance predictability when executing projects, programs, and portfolios under accelerating VUCA disruptive forces.

    Leadership: .5, Strategic and Business Management: .5

    Bio

    Darrel Hubbard provides executive consulting and assessment services and has 50-plus years of experience in consulting, and in executive, line, and technical management positions. As a Subject Matter Expert, he advises organizations in achieving their enterprise’s business strategies and tactical objectives. This includes executive analysis of management structures, business processes, general business operations, and project management capabilities, and supplying specific recommendations on business, innovation, methodology, and process improvements. During the past twenty years his research and work have stressed the managerial development and establishment of Project/Program/Portfolio Business Management Organizations (PBMOs) focusing on business management aspects of Organizational Project Management (OPM). He supports companies in the managerial development and establishment of OPM and PBMOs and delivers workshops focusing on the business management aspects of project management.

Zelda Jones

Zelda Jones

Real-Life PM Faux Pas [VUCA is My Life]

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Abstract

    As Project Managers we strive to convey confidence while in front of clients. We work to assure the client that we are in control and can provide answers pertaining to their project. However, we are not super-heroes; we make mistakes.

    All sorts of things can (and do) go wrong when interacting with a client. Missteps seem to happen during significant events and especially in front of the highest-ranking Project Sponsor. Words that get jumbled up when we speak (called malapropisms), mispronunciations, and other unexpected mistakes can cause the Project Manager to lose confidence in themselves. Occasionally the client will lose confidence in the Project Manager as well.

    This presentation will look at examples of malapropisms, missed editing and spelling errors, and errors in presentations. Methods used to overcome the ensuing discomfort and awkwardness attached to the faux pas will be discussed. Using the faux pas as an opportunity to improve the understanding of the topic will be examined. 
Ms. Jones will use real-life examples of faux pas made in front of the client. She will provide suggestions for ways to counter the resulting discomfort and embarrassments. She will discuss various methods for acknowledging uncomfortable situations, and ways to effectively move forward after the event.

    Keywords: volatility, uncertainty, complexity, ambiguity, project management faux pas, recovery after embarrassment, client perception, malapropisms

    Leadership: .5, Strategic and Business Management: .5

    Bio

    Ms. Jones is a 13-time presenter at the UTD Project Management Symposium. She has authored/co-authored 25 publications including international works. Zelda has committed many faux pas while presenting at the Symposium. She is no stranger to making mistakes in front of the client, co-workers, and her fellow PMPs.

    The volatility, uncertainty, complexity, ambiguity of misplaced/misspelled/mispronounced words is certain to strike home with anyone who has ever been in front of an audience. Zelda has lived through these VUCA incidents, the ensuing humiliation, and the after-glow of climbing out of the embarrassment abyss.

    Zelda, a UNT grad, earned her PMP in 2006, and has over 20 years of project management experience in technology.

David Pells

David Pells

PM World Inc.

Six Fresh Eggs: A Half Dozen New Ideas for Managing Projects in a Rapidly Changing VUCA World

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Abstract

    Perhaps eggs are not the perfect metaphor for project management. But how many project managers or organizations have “laid an egg” by not working on the right project? How many have ended up with “egg on their faces” by screwing up a project? How many project managers have “killed the goose that laid the golden egg” by ignoring a critical stakeholder? With the rate of project failures remaining high, it seems that some fresh ideas are needed. This paper and presentation will lay out six new ideas (eggs) for project management in a VUCA world, as follows: (a) Convert projects to programs – break large projects into multiple smaller, more manageable projects, migrate to program management and focus on strategy, stakeholders and benefits; (2) Reverse Environmental Impact Analysis (EIA) – analyze the impact of changing conditions and organizational, economic, political, technological and other environmental factors on your projects; (3) Stakeholder Intelligence – really understand who your stakeholders are and their changing attitudes and issues over the course of the program (multiple projects), how VUCA affects project stakeholders; (4) Benefits Engineering – rather than value engineer scope to meet cost and schedule goals, adjust benefits to maximize value and customer/stakeholder satisfaction; (5) Black Box (Skunk Works): DARPA vs The Hunger Games – harness diversity, new knowledge and team-based innovation to create new solutions; and (6) Strategic Agility – when, where and how to embrace change and flexibility while respecting knowledge, experience and best practices. Maybe some of these ideas will help project managers avoid constantly “walking on eggshells” or getting “goose eggs” from mid-project collisions.

    Technical Project Management: .5, Strategic and Business Management: .5

    Bio

    David L. Pells is an internationally recognized leader in the field of professional project management with more than 40 years of experience on a variety of programs and projects, including engineering, construction, energy, defense, transit, technology and nuclear security, and project sizes ranging from thousands to billions of dollars. He currently serves as an advisor on a national security program for the US government. He has been an active professional leader in the United States since the 1980s. He was founding member of four PMI chapters, president of two PMI chapters (Eastern Idaho and Dallas), founding Chair of PMI’s first SIG in 1992 and member of the PMI board of directors twice. David was awarded PMI’s Person of the Year award in 1998 and was named a PMI Fellow in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA) India; Istituto Italiano di Project management (ISIPM) in Italy; and the Russian Project Management Association. David Pells is Managing Editor of the PM World Journal (www.pmworldjournal.net) and Managing Director of the PM World Library (www.pmworldlibrary.net). He has a Bachelor’s degree in business from the University of Washington and an MBA from Idaho State University in the USA. David lives in Addison, Texas and can be contacted at editor@pmworldjournal.net.

Peter Rogers

Peter Rogers

A VUCA-Mindset and VUCA-Model for Project Business Management in the 4th Industrial Revolution
Co-Presented with Darrel Hubbard

Rm: JSOM 1.102
  • Read Abstract and Bio
  • Abstract

    The new norm is a business environment where the challenges caused by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) are accelerating. The 4th Industrial Revolution is entering its exponential-change phase and is accelerating the disruptive VUCA forces that business, portfolio, program, and project leadership must address. Multiple interrelated demographic, entrepreneurial, sociological, geo-political, structural, operational, economic, and technological disruptions are continually occurring within the global marketplace. These business disruptors are keeping project and business management operations in flux and demand timely, proactive, agile, and adaptive responses. This requires systems thinking, open-mindedness, and active-listening to leverage various forms of increased diversity to move from reactive to proactive leadership and management.

    The four distinct VUCA challenges to managing are amalgamated by various general perceptions, which ignore that each challenge requires distinct sets of operational and project management approaches for each specific business and marketplace. This paper provides a model for ungarbling perceptions and understanding how to address each challenge. This approach will help leadership and management improve their ability to identify, understand, predict, and prepare for the conditions and situations being generated by worldwide events.
This paper also provides a VUCA-Accelerated (VUCAA) mindset that enables leaders and managers to embrace accelerating change and employ adaptability, soft-skills, innovation ecosystems, and flexibility to agilely perform and manage the predicting, strategic-planning, innovating, adapting, forecasting, and change processes needed within their enterprises. This VUCAA-mindset is now required to successfully lead projects, manage operations, reduce risks, and enhance predictability when executing projects, programs, and portfolios under accelerating VUCA disruptive forces.

    Technical Project Management 50%, Leadership 25%, Strategic and Business Management 25%

    Bio

    Peter Rogers provides executive team development coaching and consulting services, in the space between strategy development and execution. Throughout his 40-year career, he has taken a holistic approach to business challenges, by uncovering the less obvious elements that are critical for success. During the past decade, he has focused on business and team agility, optimizing organizational and management structures in response to changes in strategy, and the management of innovation and culture. In particular, these relate to organizational structure and strategy, and to the evolution and success of PMOs with respect to the realization of strategy. Peter’s approach is to identify the essential and eliminate the rest, while getting the very best out of the most valuable resource—people.

Rohit Sinha

Rohit Sinha

Synerzip

Key Agile Metrics & Digital Transformation

Rm: JSOM 1.217
  • Read Abstract and Bio
  • Abstract

    This presentation will focus on how digital transformation (to project management) and use of effective metrics bridge gap between software development teams and client executive management.

    In this session Rohit will demonstrate how he applied management reporting on a newly built dashboard to effectively demonstrate team progress in agile environment and showcase the work during sprints. The dashboard was a SaaS application based on Jira database. Introduction of new dashboard does not require teams to have Jira skills to track the progress. These are drill down reports help seeing burndown, burnup and other metrics. Team can also see planned/earned velocity and spill over tickets during Sprints. The data also helped in identifying key gaps in the processes and improvement areas. Some of the gaps identified were agile sprints not of same duration, earned velocity is often less than planned velocity, burnup charts shows stories are added in the middle of ongoing sprints etc. As a result of the transformation, client team became highly satisfied on the value they were getting. They are now empowered to measure the progress and can forecast with high confidence. The new dashboard was fully secured, scalable, hosted on AWS S3. It has used AWS Cognito for user management/authentication, and developed on ReactJS. It was a serverless SaaS application at almost zero cost investment and no additional licenses are required.

    Technical Project Management: .25, Leadership: .5, Strategic and Business Management: .25

    Bio

    Rohit (PMP, MBA UTDallas) is a tech-savvy experienced professional offering 16+ years of success in leading all phases of diverse technology products/projects and teams. 
Expertise in software development and product management. Skillfully use management, technical and organizational skills to ensure quality delivery and increase client satisfaction. Demonstrated expertise in creating innovative solutions with solid technical skills and ability to guide top-performing teams on various technologies. Keen interests in cutting-edge technologies including Application Development, Business Intelligence, DevOps, and Mobile Platform.Leading distributed (onshore /offshore) cross-functional teams of project managers, product owners, architects, designers, developers, database analysts, and testers.

May 22, 2:25 – 3:25 p.m.Back to Top

Dale Albrecht

Dale Albrecht

Alonos®

Lead with Confidence Succeeding with Business Initiatives

Rm: JSOM 1.212
  • Read Abstract and Bio
  • Abstract

    Current performance statistics across industries and segments:

    • 42 Million people experience failed business initiatives in the US every year
    • 1.5 Billion people experience failed business initiatives in the World every year
    • YOU will be impacted by business initiative failure every 27 months!
    • Why do 70% of business initiatives fail to meet their objectives?

    What if I told you that we already know how to fix this? And, that we’ve known for years!

    Achieve drastically improved success rates by following a different approach. Dr. Albrecht will take you through how to view your business as an ecosystem and approach your business initiatives with a systems-view. Research has shown that this approach yields a complete opposite effect and can delivery success rates of 85% and more! Learn how to maximize the impact of your valuable resources.

    This engagement is based on research, writing, and client work that Dr. Albrecht has conducted. Some of his published works include:

    • Book: Organizational Design that Sticks! Multidisciplinary approach for the business ecosystem.
    • Forbes: Amplify your Leadership Effectiveness: Apply Systems Thinking
    • Forbes: Five Common Causes of Repeated Re-org’s (and how to re-org more successfully)
    • Whitepaper: Improving Success Rates

    Leadership: .5, Strategic and Business Management: .5

    Bio

    Dr. Dale J. Albrecht is CEO and Executive Partner for Alonos. Alonos is a business management consulting firm working in human resources, business performance improvement, and multicultural marketing. Dr. Albrecht is also an advisor and author for the Forbes HR Council and an Adjunct Professor for Texas Woman’s University and the University of Texas at Dallas.

    Dr. Albrecht has fulfilled C-Suite leadership roles as Chief Human Resources and Risk Officer. Along with an extensive career in human resources, he has experience in general management, technical operations, and field engineering. Because of his early career experience in various business functions, Dr. Albrecht brings a holistic focus on business performance to the human resources function. Dr. Albrecht has worked in several industries including travel, retail, manufacturing, telecommunications, medical devices, construction, public safety, and Department of Defense.

David Carrier

David Carrier

DMC Solutions

Moving from Waterfall to Agile/Scrum, Transformation, and Lessons Learned

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Abstract

    Moving from Waterfall to Agile/Scrum, Transformation, and lessons learned along the way

    If Agile methodologies promote a project management process that encourages frequent inspection, adaptation, teamwork, self-organization, accountability, and strong customer involvement.
    And
    “Agility is the ability to balance flexibility and stability. In an uncertain and turbulent world, success belongs to companies that have the capacity to create change, and maybe even chaos, for their competitors. Creating change disrupts competitors; responding to change guards against competitive thrusts.” – ThoughtWorks

    This session will explore transformation in ‘IT’ keeping in mind Agile Method and Agility on all projects / products.
    Topics covered are:

    • Discovery Stage exploring approach
    • How we started,
    • Lessons learned along the Way
    • Scrum pros and cons (Which Projects / Products are best suited for Agile)
    • Process Flow analyzed (Difficulty changing to User Stories from waterfall)
    • Accountability and visibility caused by requirements transition
    • Environment Changes
    • Next steps

    Technical Project Management: .25, Leadership: .5, Strategic and Business Management: .25

    Bio

    David Carrier is an Enterprise Solution Consultant with over 35 years applied practical experience across multiple industry sectors. These include Military, Telecommunications, Research and Development, Information Technology, and Education. Currently at 7-Eleven IT, he has responsibilities for mentoring and facilitation of a Systems Development Life cycle for business improvement and IT development processes. His Quality Assurance process improvement activities include conversion of IT from Waterfall Development framework to Agile, SCRUM, Kanban framework. For the past 12 years David has also been an Adjunct Professor at University of Phoenix where he teaches Project Management and other courses.

    David has several certifications: PMP, Project Management Institute, CSM, Certified Scrum Master, LEAN/DFSS, Six Sigma Black Belt, and ITIL.

    He has an MBA from The University of Dallas, a BSCS from University of Northern Illinois.

    David is author of a book: “SOFTWARE CONFIGURATION MANAGEMENT PARADIGM: THE STUDY OF THE SOFTWARE RELEASE CONTROL SYSTEM”.

Neil Farquharson

Neil Farquharson

TractManager

Reduce VUCA with an Infusion of Culture

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Abstract

    William Orr was born in 1897 and he lived long enough for me to meet him several times while I was of elementary school age. He often remarked upon all the technological and societal changes he had witnessed during the 20th century. He was uncomfortable with the rate of change that he had witnessed.

    If anything, our rate of change is accelerating. Particularly within business organizations. Change of all kinds is uncomfortable to Homo sapiens. An acceleration in change makes us even more uncomfortable. Throw into the mix our roller coaster economy, unemployment fears and incendiary political views, and it becomes no surprise that employees feel distrust, doubt and suspicion.

    In their private lives, they surround themselves with people they love and trust, people who will behave in predictable ways, kindly ways, comfortable ways. In the workplace they feel VUCA.

    Yet, there is a methodology that one for-profit organization has embraced that has already found success in reducing VUCA. It is achieving this by focusing on a small but highly effective set of core values to which all staff aspire.

    People are most comfortable among people who are just like themselves: we call this unconscious bias. It often leads to interviewers hiring people who share their educational level, religious beliefs, political beliefs, physical characteristics and so on, leading to disaster.

    This presentation will discuss how unhealthy bias is being replaced with one where all staff do have commonality, and that commonality is a set of core values shared by all employees. We will describe how the for-profit organization changed its organizational culture and how you can too.

    Strategic and Business Management: 1.0

    Bio

    Neil Farquharson graduated from the University of Glasgow in 1991 with an honors degree in Electrical Engineering. Over the next 13 years he worked in manufacturing industry managing the production of goods as disparate as shielded thermocouples, monocrystalline germanium and consumer-packaged-goods.

    In 2003, he attended the Naveen Jindal School of Management at the University of Texas at Dallas where he gained an MBA with a concentration in Marketing, graduating with a perfect GPA. Since then, Neil has enjoyed researching technical subjects that interest him and then making them more accessible to wider audiences.

    He lives in Dallas with his wife and young family.

Edward Haskin

Edward Haskin

Edward A. Haskin, LLC

How to Make the Uncertain Certain: Finding Common Ground in an Uncertain Environmen

Rm: JSOM 1.102
  • Read Abstract and Bio
  • Abstract

    Uncertainty in organizations can be troubling by itself but combined with an executive decision to put a department’s principal activity on hold magnifies the issue. This presentation will describe how teachings of VUCA to a department blanketed with uncertainty used the guidelines of VUCA “uncertainty” to bring two opposing groups together and find clarity of purpose. By investing in information, a department used process mapping, SIPOC discussions, and playbook development to break down barriers, gain trust and develop focus. As a result, the department completed their activities early and shared their playbook with other lines of business. Since the rapid change in industry requires individuals and groups to have methods to adapt, awareness of the VUCA practices can not only move teams from a standstill but provide paths to common ground in an uncertain environment.

    Leadership: 1.0

    Bio

    Edward Haskin is an executive leader with an extensive and broad background in risk management, compliance and project management. He is also an author, entrepreneur, speaker, grant writer, and knows the value of a good ear hustle.

    Edward’s experience and training have given him a unique ability to forge innovative approaches to meet the needs of today’s rapidly changing business environment. He is deeply committed to finding and implementing the tools, processes, and best practices necessary to minimize risk and identify the options that hold the most potential. He strives to give companies the tools and techniques they need to make faster, and less costly decisions so they can move forward efficiently to achieve their objectives.

Aniruddha Rajendra

Aniruddha Rajendra

Transformation Lead
Toyota Motor North America

Simplicity – The Ultimate Sophistication

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    In the VUCA world, we often get overwhelmed and confused. We find ourselves in a directionless situation. Sometimes the answer is hidden in a very simple form but we simply miss it.

    In this session we will look at ‘Simplicity’ phenomenon through different lenses.

    • Simplification as management philosophy and culture
    • Explore Simplicity aspects in:
      • Toyota Production System
      • User Experience Design
      • Business Agility Enablement
      • Project Management
    • Discuss practical tips that you can deploy within your organization

    As they say – Never overlook the power of simplicity!!

    Leadership: .5, Strategic and Business Management: .5

    Bio

    Trusted advisor and change champion with 20 plus years of work experience. Lead organizational transformation programs that enhances organization efficiencies and promote innovation. Provided business centric thought leadership in developing strategies for information systems.

    Progressive growth from a software developer to a strategic thought leader.

    Experience spans over multiple geographies and across industry domains such as finance, manufacturing, retail.

    Managing and mentoring geographically dispersed teams including coaching on personal and professional development.

    Key Competencies

    • Global Outlook
    • Cross Cultural Agility
    • Strategy Development (Managing vision and purpose)
    • Integrity and Trust
    • Partner enabler

May 22, 3:35 – 4:35 p.m.Back to Top

Neelov Kar

Neelov Kar

PM Game LLC

Bayesian Network-based Framework for Large Project Risk Analysis
Co-Presented with Subhro Mitra

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    Global business integration and procurement of supplies from around the world has increased the risk associated with large construction projects like bridges, airports and skyscrapers. These projects suffer from inadequate information and technique of risk analysis, resulting in cost escalation, completion delay and quality deterioration. In this paper a frame work is develop to identify risk and calculate risk probability based on Bayesian network approach. This model will consider the inter-dependencies among various risk factors and updated events which might have occurred and to calculate the posterior probability from the prior probability. A major weakness of this technique would be to identify and build the relationship model and get the updated information in timely fashion. The researchers in this project has taken a practical approach in Bayesian network application and identify various available sources of information which can be incorporated to update the prior probability in a timely fashion.

    Technical Project Management: .5, Strategic and Business Management: .5

    Bio

    Neelov is a Certified Data Protection Officer (CIPP equivalent) from PECB. He has provided GDPR assessment as a consultant.

    Neelov has been working as Account Manager (Client Executive) in Perot Systems since 1998. where he has been instrumental in opening new accounts and managing and expanding existing accounts at different client sites with different technologies and domain expertise. As an Account Manager/ Program Manager he has implemented multiple large projects on mainframe and client server environment.

    He is a PMP, RABQSA certified ISO 9000 Lead Auditor, ISO 14001 Lead Auditor, ISO 27000 Lead Auditor, ISO/IEC 20000 Lead Auditor, ISO 27018 Lead Auditor, Six Sigma Certified, CSA STAR and ITIL certified.

    He is a PECB certified trainer for ISO 9K, 20K, 27K and GDPR.

Subhro Mitra

Subhro Mitra

University of North Texas

Bayesian Network-based Framework for Large Project Risk Analysis
Co-Presented with Neelov Kar

Rm: JSOM 1.110
  • Read Abstract and Bio
  • Abstract

    Global business integration and procurement of supplies from around the world has increased the risk associated with large construction projects like bridges, airports and skyscrapers. These projects suffer from inadequate information and technique of risk analysis, resulting in cost escalation, completion delay and quality deterioration. In this paper a frame work is develop to identify risk and calculate risk probability based on Bayesian network approach. This model will consider the inter-dependencies among various risk factors and updated events which might have occurred and to calculate the posterior probability from the prior probability. A major weakness of this technique would be to identify and build the relationship model and get the updated information in timely fashion. The researchers in this project has taken a practical approach in Bayesian network application and identify various available sources of information which can be incorporated to update the prior probability in a timely fashion.

    Technical Project Management: .5, Strategic and Business Management: .5

    Bio

    Dr. Subhro Mitra, an Associate Professor of Logistics and Supply Chain Management at University of North Texas-Dallas, was awarded the Distinguished Educator’s Service Award by The National Defense Transportation Association. In recognizing Dr. Mitra, the NDTA award cited his “exceptional service and commitment to the education and research in transportation and supply chain management.” He had worked previously as Associate Research Fellow at the Upper Great Plains Transportation Institute, and a faculty in the Transportation Logistics PhD program in North Dakota State University. His research interests include freight flow modeling, security in supply chain, asset management and life-cycle cost study, optimizing logistics network and facility location study. He has published widely in top transportation and logistics journals. He has presented in several national and international conferences, and have in key note speakers in roundtables and symposiums. He has completed number of externally funded, projects in the capacity of Principal investigator. Some of his research has got national recognition from Transportation Research Board, American Association of State Highway and Transportation Officials (AASHTO).

Karen Salomon

Karen Salomon

Volante Consulting

Leading though Changing Change – Managing Exponential Unknowns

Rm: JSOM 1.117
  • Read Abstract and Bio
  • Abstract

    Projects today face an unprecedented complexity and rate of change in environment and context. For example, this is the first time that five generations interact within the workforce. Layer on gender, racial, and cultural diversity intensified with technology trends (from social media to big data), current work force dynamics, the political climate: One only needs to look at DFW to see the exponentially accelerated socio economic forces surrounding projects. In a reality where a limited perspectives or tools are not an option, Project teams must create practical dynamic solutions that allow for the changing complexity and rate of context and change they must navigate.

    Gain understanding of the trends that contribute to the current intense VUCA environment and gain insight of an approach and proven tactical solutions for anticipating and managing minimize volatility and uncertainty. Hear it from someone who has a proven track record of leading though complexity, mitigating risk, and empowering sustainable user adoption.

    The presenter will dismantle her perspective and firsthand accounts of where and how specific methodologies or tools fall short and share solutions she has developed and tested proven successful under duress.

    Technical Project Management: .25; Leadership: .5; Strategic and Business Management: .25

    Bio

    Recognized by her clients for her “exceptional capacity to get things done” (Achim Boers, VP of Innovation, Prosegur Spain); having consulted for over 20 years on 20+ global, national, and local engagements across industries, Karen holds an impeccable record of successfully leading projects, teams, and organizations through change.

    Born in Colombia, of German descent, raised and educated in England and France, Karen holds degrees in Finance and Economics from SMU and has called Dallas home base for the last 18 years. Initially a statistician and always around innovative new market or new product initiatives, Karen leveraged her remarkable capacity to understand data, processes, facts, as well as circumstances/context and people across varying and complex cultures and circumstances to drive strategic conversations on how to lead change and build sustainable user/market adoption. Most recently in 2017 and 2018 as a project manager and change management consultant, Karen’s local clients ranked 11th. in Fortune 500’s and 37th in Inc. 5000 fastest growing companies.

    Her expertise and experience in masterfully enabling/facilitating the growingly complex dynamics of change have positioned her as a subject matter expert on how to proactively manage and lead through volatility, uncertainty, complexity and ambiguity as she prides herself in her commitment to minimize/mitigate the cost of change and empower end-user and/or market adoption.

Chucks Samuels

Chucks Samuels

Panel Moderator, Healthcare IT Director
Solutions Consulting

Cybersecurity Trends, Implications and Project Management – Panel Discussion

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Co-Presented with Marv Williams, James Carpenter, & Varun Gadhok

    Abstract

    Cyber-attacks can damage your business’s reputation and erode the trust your customers have for you. This, in turn, could potentially lead to loss of customers, and loss of sales. The impacts of a single, successful cyber-attack can have far-reaching implications including financial losses, theft of intellectual property, and loss of consumer confidence and trust.

    11 top cybersecurity statistics at-a-glance

    • 90% of remote code execution attacks are associated with crypto mining.
    • 92% of malware is delivered by email.
    • 56% of IT decision makers say targeted phishing attacks are their top security threat.
    • 77% of compromised attacks in 2017 were file-less.
    • The average ransomware attack costs a company $5 million.
    • It takes organizations an average of 191 days to identify data breaches.
    • 69% of companies see compliance mandates driving spending.
    • 88% companies spent more than $1 million on preparing for the GDPR.
    • 25% of organizations have a standalone security department.
    • 54% of companies experienced an industrial control system security incident
    • 61% of organizations have experienced an IoT security incident
    • Ransomware is down, crypto mining is up

    How are organizations responding to cybersecurity? What are some of the defensive strategies? What organizational structures are being deployed? How does this affect Projects and Project Managers?

    For answers to these and any other Cybersecurity questions you may have, please join our panel discussions. This promises to be informative, vivifying, and engaging.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Chucks Samuels has over 20 years of professional experience and Project/Program management leadership, including 11 years of healthcare consulting, and EMR/HIT implementations. As a PMP Certified Project Management Professional, Chucks has managed several critical programs for leading Medical Centers, Hospitals, Integrated Delivery Networks, Healthcare Organizations, as well as healthcare consulting companies.

    Most recently, Chucks was Director of IT Support/Transitions for Tenet Healthcare in Dallas, TX. Chucks led cross-functional teams of Multiple Vendors, IT staff, and Clinicians that supported and implemented Systems Availability/Performance, Clinical Applications (Cerner, Epic, McKesson, Meditech, etc.), Infrastructure/Networks, SEIM/Security Controls, and CMS-HHS Regulations.

    He collaborated with Hospital Leadership and Clinicians; managed support transition activities for post-merger and divested facilities; integrated newly acquired companies and systems into the Cerner or Dell managed data centers including people, processes, and technology integrations.

    Prior experiences include Senior Consulting Manager for Leidos Health, Senior Program Manager for several Clients including Parkland Hospital, Dell Perot Systems – Hakeem VistA Pilot Project (Amman, Jordan), PHS, UT Southwestern Medical Center, Children’s Hospital of Dallas, and SSL Consultancy. Other experiences include Nortel Networks, EDS, Accenture, etc.

    Chucks has an Executive MBA in Business Administration from Southern Methodist University in Dallas, TX, and a B.Eng. in Electronic Engineering. He is a member of PMI – Dallas chapter, and is PMP Certified; was a Director of Sponsorships/Meetings for the PMI – Dallas Chapter; and a member of the Healthcare information Management Systems Society (HIMSS).

Marv Williams

Marv Williams

CEO
Xerillium

Cybersecurity Trends, Implications and Project Management – Panel Discussion

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Co-Presented with Chucks Samuels, James Carpenter, & Varun Gadhok

    Abstract

    Cyber-attacks can damage your business’s reputation and erode the trust your customers have for you. This, in turn, could potentially lead to loss of customers, and loss of sales. The impacts of a single, successful cyber-attack can have far-reaching implications including financial losses, theft of intellectual property, and loss of consumer confidence and trust.

    11 top cybersecurity statistics at-a-glance

    • 90% of remote code execution attacks are associated with crypto mining.
    • 92% of malware is delivered by email.
    • 56% of IT decision makers say targeted phishing attacks are their top security threat.
    • 77% of compromised attacks in 2017 were file-less.
    • The average ransomware attack costs a company $5 million.
    • It takes organizations an average of 191 days to identify data breaches.
    • 69% of companies see compliance mandates driving spending.
    • 88% companies spent more than $1 million on preparing for the GDPR.
    • 25% of organizations have a standalone security department.
    • 54% of companies experienced an industrial control system security incident
    • 61% of organizations have experienced an IoT security incident
    • Ransomware is down, crypto mining is up

    How are organizations responding to cybersecurity? What are some of the defensive strategies? What organizational structures are being deployed? How does this affect Projects and Project Managers?

    For answers to these and any other Cybersecurity questions you may have, please join our panel discussions. This promises to be informative, vivifying, and engaging.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Marv is the founder and CEO of Xerillium a company that develops blockchain enabled devices and software. Marv has help lead the technology revolution during the 90’s and was recognized as the top inventor while at IBM. Many of the features we use today in electronic mail and calendaring systems were invented by him. He has created inventions for ATT Bell-Labs and has been employed with Pre-IPO companies, such as TIBCO Software in the propagation of the Enterprise Service Bus. Marv is a Level 2 TOGAF Architect and a Certified Information Systems Security Professional (CISSP), PMP and ACP. Marv has a B.S. in Computer Science from Kent State University and a M.S. in Management of Information Systems from The University of Texas, Dallas.

James Carpenter

James Carpenter

Director of Information Technology
Texas Scottish Rite Hospital for Children

Cybersecurity Trends, Implications and Project Management – Panel Discussion

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Co-Presented with Chucks Samuels, Marv Williams & Varun Gadhok

    Abstract

    Cyber-attacks can damage your business’s reputation and erode the trust your customers have for you. This, in turn, could potentially lead to loss of customers, and loss of sales. The impacts of a single, successful cyber-attack can have far-reaching implications including financial losses, theft of intellectual property, and loss of consumer confidence and trust.

    11 top cybersecurity statistics at-a-glance

    • 90% of remote code execution attacks are associated with crypto mining.
    • 92% of malware is delivered by email.
    • 56% of IT decision makers say targeted phishing attacks are their top security threat.
    • 77% of compromised attacks in 2017 were file-less.
    • The average ransomware attack costs a company $5 million.
    • It takes organizations an average of 191 days to identify data breaches.
    • 69% of companies see compliance mandates driving spending.
    • 88% companies spent more than $1 million on preparing for the GDPR.
    • 25% of organizations have a standalone security department.
    • 54% of companies experienced an industrial control system security incident
    • 61% of organizations have experienced an IoT security incident
    • Ransomware is down, crypto mining is up

    How are organizations responding to cybersecurity? What are some of the defensive strategies? What organizational structures are being deployed? How does this affect Projects and Project Managers?

    For answers to these and any other Cybersecurity questions you may have, please join our panel discussions. This promises to be informative, vivifying, and engaging.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    James Carpenter is a Healthcare Information Technology & Security Professional with 20 years of IT leadership experience. James is currently the Director of Information Technology & Security for Texas Scottish Rite Hospital for Children in Dallas, Texas. Over the course of his career James has created and led healthcare information security teams and helped organizations successfully navigate the complex and ever-changing landscape of security and technology. James has been responsible for strategic design of information security programs, implementation of key enterprise information security technologies such as DLP, IDM/IAM, eDiscovery, MDM, and the teams and processes that support successful integration. James is a CISSP, CISM, and CISA and holds a Master’s degree in Strategic Leadership from Amberton University.

    Education
    Master of Business Administration in Strategic Leadership
    Amberton University 2011
    Garland, TX

    Bachelor of Business Administration in Management & Marketing
    Northwood University 1998
    Cedar Hill, TX

    Military Experience
    United States Army (1989 – 1992)

    • Russian Translator
    • Electronic Warfare
    • Cryptography
    • Top Secret Clearance

    Industry Certifications, Licensure, & Training

    • Certified Information Security Specialist (CISSP) Certification #113887
    • Certified Information Security Manager (CISM) Certification #1424240
    • Certified Information Security Auditor (CISA) Certification #14117617
    • Federal Emergency Management IS-100, IS-200, IS-700

Varun Gadhok

Varun Gadhok

IT Managing Director
Tenet Health

Cybersecurity Trends, Implications and Project Management – Panel Discussion

Rm: JSOM 1.107
  • Read Abstract and Bio
  • Co-Presented with Chucks Samuels, Marv Williams & James Carpenter

    Abstract

    Cyber-attacks can damage your business’s reputation and erode the trust your customers have for you. This, in turn, could potentially lead to loss of customers, and loss of sales. The impacts of a single, successful cyber-attack can have far-reaching implications including financial losses, theft of intellectual property, and loss of consumer confidence and trust.

    11 top cybersecurity statistics at-a-glance

    • 90% of remote code execution attacks are associated with crypto mining.
    • 92% of malware is delivered by email.
    • 56% of IT decision makers say targeted phishing attacks are their top security threat.
    • 77% of compromised attacks in 2017 were file-less.
    • The average ransomware attack costs a company $5 million.
    • It takes organizations an average of 191 days to identify data breaches.
    • 69% of companies see compliance mandates driving spending.
    • 88% companies spent more than $1 million on preparing for the GDPR.
    • 25% of organizations have a standalone security department.
    • 54% of companies experienced an industrial control system security incident
    • 61% of organizations have experienced an IoT security incident
    • Ransomware is down, crypto mining is up

    How are organizations responding to cybersecurity? What are some of the defensive strategies? What organizational structures are being deployed? How does this affect Projects and Project Managers?

    For answers to these and any other Cybersecurity questions you may have, please join our panel discussions. This promises to be informative, vivifying, and engaging.

    Technical Project Management: .5, Leadership: .25, Strategic and Business Management: .25

    Bio

    Over the last 11 years, Varun has led the operations for Electronic Medical Record (EMR) applications in 68 acute care hospitals owned and operated by Tenet Healthcare. During his 11 years at Tenet, he has provided leadership and IT advisory services during one of the most ambitious implementations of converting paper to electronic medical records in the healthcare industry. Additionally, Varun has negotiated favorable agreements with vendors by leveraging economies of scale which resulted in an annualized savings of $6M and formalized service level agreements with outsourcing partners to provide a stable and predictable IT operating model.

    Most recently, Varun leads a Solution Architecture program which streamlines business demands into IT solutions enabling the organization to deliver better outcomes.

    Prior to this position, Varun held several leadership roles in healthcare including consulting and support responsibilities, which required engaging with large investor-owned institutions and small community hospitals. He is a seasoned executive with over 14 years of healthcare IT experience. In prior roles, Varun’s responsibilities included leading a team to configure and implement EMR applications during his tenure at Cerner Corporation along with supporting mission critical IT systems at Dell Services. To achieve customer objectives, Varun frequently worked with interdisciplinary stakeholders including physicians, nurses, IT leaders and hospital executives including CFO’s, COO’s and CIO’s.

    Varun received his undergraduate degree in management information systems from the University of Iowa and is currently pursuing his executive MBA at The University of Texas at Dallas.

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