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June 23, 2011 7:00am to 5:00pm

7:00am - 8:00am

Registration / Continental Breakfast / Networking

8:00am – 8:50am

Opening: Judy Umlas – Power of Acknowledgement

9:00am - 9:50am

Session 01: Jim Garrett: Project Manager to CEOSession 02: Frank Saladis: The Future of Project ManagementSession 03: George Pitagorsky: The Zen of Project ManagementSession 04: Tom Sheives: PMO unstuck! Value Added and Business Driven

10:00am – 10:50am

Session 05: Nikki Choyce: Advanced PM Session 06: Victoria Kumar: Delivering Successful Project Session 07: Chuck Tryon: Planned Behavior Session 08: Cindy Vandersleen: The Public Relations of Project Management

11:00am - 11:50am

Session 09: Glenn Alleman: Agile and Earned ValueSession 10: Shobhna Raghupathy: Ethics & Moral Leadership in Project ManagementSession 11: Tresia Eaves and Mona Lynn: Making the Right Call Session 12: Lynn Banis: Your Potential unstuck! Using Your Brain for Maximum Project Management

12:00pm - 12:50pm

Panel Discussion: The Value of Project Management Today

1:00pm - 1:50pm

Session 13: Gary Heerkens: A "State of the Union" Address on Project Management: An Examination of a Profession in CrisisSession 14: Glen Alleman: A Gentle Introduction to Earned ValueSession 15: Eric Rozemeijer: Lean IT Session 16: Shobhna Raghupathy: Boomers to Bloggers

2:00pm - 2:50pm

Session 17: Tresia Eaves and Mona Lynn: Change Management for the Modern PMSession 18: Victoria Kumar: Project Managers as Creative and Innovative LeadersSession 19: George Pitagorsky: Conflict ManagemenSession 20: Glen Alleman: The Impact of SEI CMMI DEV V1.3 on Agile Development Practices

3:00pm - 3:50pm

Session 21: Gary Rechtfertig: Emotional Intelligence Self Assessment. Who are Session 22: Yvonne Kish: Agile Scrum for Process Improvement Projects Case StudySession 23: Gary Heerkens: How To Become the SuccessfulSession 24: Frank Saladis: Managing Difficult Stakeholders

4:00pm - 4:45pm

Awards/Door Prizes/Recognition

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7:00am to 5:00pm

Grapevine Convention Center1209 South Main Street

Grapevine, TX 76051

Power of Acknowledgement

Session 01: Jim Garrett: Project Manager to CEO Session 02: Frank Saladis: The Future of Project Management Session 03: George Pitagorsky: The Zen of Project Management

Value Added and Business Driven

Session 06: Victoria Kumar: Delivering Successful Project - Every Time

ations of Project Management

Session 09: Glenn Alleman: Agile and Earned Value Session 10: Shobhna Raghupathy: Ethics & Moral Leadership in Project Management

11: Tresia Eaves and Mona Lynn: Making the Right Call - Techniques for Modern Project Management Success!Session 12: Lynn Banis: Your Potential unstuck! Using Your Brain for Maximum Project Management

Panel Discussion: The Value of Project Management Today

te of the Union" Address on Project Management: An Examination of a Profession in CrisisSession 14: Glen Alleman: A Gentle Introduction to Earned Value

Session 16: Shobhna Raghupathy: Boomers to Bloggers - Challenges of managing multi-generational teams

Session 17: Tresia Eaves and Mona Lynn: Change Management for the Modern PM Session 18: Victoria Kumar: Project Managers as Creative and Innovative Leaders Session 19: George Pitagorsky: Conflict Management with Mindfulness, Cognitive Analysis and Emotional IntelligenceSession 20: Glen Alleman: The Impact of SEI CMMI DEV V1.3 on Agile Development Practices

Session 21: Gary Rechtfertig: Emotional Intelligence Self Assessment. Who are you? ssion 22: Yvonne Kish: Agile Scrum for Process Improvement Projects Case Study

Session 23: Gary Heerkens: How To Become the Successful Project Manager of the Future - Be BusinessSession 24: Frank Saladis: Managing Difficult Stakeholders

DDaayy AArree

Grapevine Convention Center 1209 South Main Street

Grapevine, TX 76051

Modern Project Management Success!

te of the Union" Address on Project Management: An Examination of a Profession in Crisis

generational teams

t with Mindfulness, Cognitive Analysis and Emotional Intelligence

-Savvy!

FWPMI

Keynote Address – Judith W. Umlas – Leadership and t Participants will learn to use the readily available power of acknowledgment to engage, motivate, and inspire PMI Cand people they lead and to strengthen their personal leadership skills. They will learn to use the tool of acknowledgment in

Benefits include: • Immediately improving relationships with colleagues and team members• Enhancing employee engagement using acknowledgment as a critical tool and focus• Developing personal leadership capabilities using acknowledgment in the workplace• Observing the strong business case for acknowledgment Increasing product

enhance chapter member and employee engagement.

Participants will learn to: • Identify and define two of the seven major principles of acknowledgment (as outlined in the book The Power of• Acknowledgment, IIL Publishing, New York) • Understand the need for acknowledgment in creating a culture of appreciation within an organization or team• Define “acknowledgment” and understand its profound, far• Overcome the barriers to acknowledgment • Demonstrate the language and subtleties of authentic and heartfelt acknowledgment behavior

Session 01: Jim Garrett: From Project Manager to CEO and Acquiring and Managing Government Contracts

In chronicling his journey from project manager and engfirm doing business with the Federal Government in software development and technology, Jim Garrett will discuss some key lesbuilding and executing projects both inside government, and in the private sector as government contractor. He will discuss the critical role of leaat every level of project management, and how to effectively manage projects involving highly technical projects and highlyreveal his struggle of leaving a highly secure government job and striking out on his own to start a business, including pitfencountered along the way.

Session 02: Frank Saladis: The Future of Project Managem

This presentation focuses on the challenges of today’s project managers, the issues facing the profession in the near future,project manager must attain to remain successful in the profession. The presentation will address thskills, leadership skills and project management competency. The gaps between project manager and executive management will bsuggestions for closing those gaps. The presentation wildiscussion about techniques for developing and effective leadership style. The session is interactive, lively, and informativ

Session 03: George Pitagorsky: The Zen of Project Management: Mindfully Managing Expectations and Performance

Every project manager can benefit from the ability to be responsive rather than reactive. Project management can be a Zen artperformance and to gain insight into one's own behavior. The essence of project management is the ability to adapt skills, tools and techniques to the needs of the moment in order to meet realistic expectations with effective performance. A Zen approach uses techniques and atwhile simultaneously reducing stress and improving performance by enabling response as opposed to knee jerk reactions based oconditioned habits. Participants will learn a powerful technique for building mindfulness (the caconcentration (the ability to choose what to focus on and stay focused in the face of distractions) to apply in their work to

Session 04: Tom Sheives: PMOs unstuck!

Project management highways are full of dead PMOs. Why? Quite simply, most PMO managers get stuck on process and forget aboutbenefits and business driven people and processes. This presentation will describe how to build a PMO thatorganizations such as 7-Eleven that created a PMO in 2004 and has since achieved remarkable success. The PMO was initiated because over 50% of the IT projects were failing to meet the schedule or budget objectives (tag line, PMO objectives, best practices, and metrics were integral parts of the success of the PMO. Discover how 7including RACI charts, process swim lanes, metrics, dashboards, and resource reporting to manage its highly successful PMO. Get an expert’s view of an effective, thriving PMO in this multi-billion dollar company.

Session 05: Nikki Choyce: Advanced PM

Tired of giving your customer what they asked for but not what they wanted? Learn new ways of uncovering or discovering the project objdeliverables and value to the organization. Project definition begins with understanding the business need which generateddetermining the deliverables required to address that need. In this session, we will discuss ways to establish the project’s deliverables and boundaries. Part of this process is to separate thtechniques will be introduced that can be used to help on your projects.

Session Information

Leadership and the Power of Acknowledgement

Participants will learn to use the readily available power of acknowledgment to engage, motivate, and inspire PMI Chapter members, teams, employees, and people they lead and to strengthen their personal leadership skills. They will learn to use the tool of acknowledgment in

gues and team members Enhancing employee engagement using acknowledgment as a critical tool and focus Developing personal leadership capabilities using acknowledgment in the workplace Observing the strong business case for acknowledgment Increasing productivity and well-being in the workplace by identifying opportunities to enhance chapter member and employee engagement.

Identify and define two of the seven major principles of acknowledgment (as outlined in the book The Power of

Understand the need for acknowledgment in creating a culture of appreciation within an organization or team Define “acknowledgment” and understand its profound, far-reaching benefits

Demonstrate the language and subtleties of authentic and heartfelt acknowledgment behavior

From Project Manager to CEO and Acquiring and Managing Government Contracts

In chronicling his journey from project manager and engineer with the Navy Department to CEO of SENTEL Corporation, an engineering and technology firm doing business with the Federal Government in software development and technology, Jim Garrett will discuss some key les

projects both inside government, and in the private sector as government contractor. He will discuss the critical role of leaat every level of project management, and how to effectively manage projects involving highly technical projects and highlyreveal his struggle of leaving a highly secure government job and striking out on his own to start a business, including pitf

Session 02: Frank Saladis: The Future of Project Management

This presentation focuses on the challenges of today’s project managers, the issues facing the profession in the near future,project manager must attain to remain successful in the profession. The presentation will address the need for developing business skills, interpersonal skills, leadership skills and project management competency. The gaps between project manager and executive management will bsuggestions for closing those gaps. The presentation will also include the need to balance professional and personal life and will conclude with a discussion about techniques for developing and effective leadership style. The session is interactive, lively, and informativ

n of Project Management: Mindfully Managing Expectations and Performance

Every project manager can benefit from the ability to be responsive rather than reactive. Project management can be a Zen artght into one's own behavior. The essence of project management is the ability to adapt skills, tools and techniques to the

needs of the moment in order to meet realistic expectations with effective performance. A Zen approach uses techniques and atwhile simultaneously reducing stress and improving performance by enabling response as opposed to knee jerk reactions based oconditioned habits. Participants will learn a powerful technique for building mindfulness (the capacity to be objectively aware and present) and concentration (the ability to choose what to focus on and stay focused in the face of distractions) to apply in their work to

PMOs unstuck! – Value Added and Business Driven

Project management highways are full of dead PMOs. Why? Quite simply, most PMO managers get stuck on process and forget aboutbenefits and business driven people and processes. This presentation will describe how to build a PMO that will last. It will use key results from

Eleven that created a PMO in 2004 and has since achieved remarkable success. The PMO was initiated because over 50% of the IT projects were failing to meet the schedule or budget objectives (now near 10%). Using and evangelizing mission statements, PMO goals, a PMO tag line, PMO objectives, best practices, and metrics were integral parts of the success of the PMO. Discover how 7-Eleven, Inc. uses great PMO tools

swim lanes, metrics, dashboards, and resource reporting to manage its highly successful PMO. Get an expert’s view of billion dollar company.

- Defining Project Scope

iving your customer what they asked for but not what they wanted? Learn new ways of uncovering or discovering the project objdeliverables and value to the organization. Project definition begins with understanding the business need which generateddetermining the deliverables required to address that need. In this session, we will discuss ways to establish the project’s deliverables and boundaries. Part of this process is to separate the stakeholders’ needs from their wants and prioritizing them. Several tools and techniques will be introduced that can be used to help on your projects.

hapter members, teams, employees, and people they lead and to strengthen their personal leadership skills. They will learn to use the tool of acknowledgment in an immediately effective way.

by identifying opportunities to

From Project Manager to CEO and Acquiring and Managing Government Contracts

ineer with the Navy Department to CEO of SENTEL Corporation, an engineering and technology firm doing business with the Federal Government in software development and technology, Jim Garrett will discuss some key lessoned learned in

projects both inside government, and in the private sector as government contractor. He will discuss the critical role of leadership at every level of project management, and how to effectively manage projects involving highly technical projects and highly talented people. Jim will reveal his struggle of leaving a highly secure government job and striking out on his own to start a business, including pitfalls and rewards he

This presentation focuses on the challenges of today’s project managers, the issues facing the profession in the near future, and the specific skills a e need for developing business skills, interpersonal

skills, leadership skills and project management competency. The gaps between project manager and executive management will be reviewed along with l also include the need to balance professional and personal life and will conclude with a

discussion about techniques for developing and effective leadership style. The session is interactive, lively, and informative.

n of Project Management: Mindfully Managing Expectations and Performance

Every project manager can benefit from the ability to be responsive rather than reactive. Project management can be a Zen art, an activity used to perfect ght into one's own behavior. The essence of project management is the ability to adapt skills, tools and techniques to the

needs of the moment in order to meet realistic expectations with effective performance. A Zen approach uses techniques and attitudes to enable this while simultaneously reducing stress and improving performance by enabling response as opposed to knee jerk reactions based on emotionality and

pacity to be objectively aware and present) and concentration (the ability to choose what to focus on and stay focused in the face of distractions) to apply in their work to improve performance.

Project management highways are full of dead PMOs. Why? Quite simply, most PMO managers get stuck on process and forget about value added will last. It will use key results from

Eleven that created a PMO in 2004 and has since achieved remarkable success. The PMO was initiated because over 50% of now near 10%). Using and evangelizing mission statements, PMO goals, a PMO

Eleven, Inc. uses great PMO tools swim lanes, metrics, dashboards, and resource reporting to manage its highly successful PMO. Get an expert’s view of

iving your customer what they asked for but not what they wanted? Learn new ways of uncovering or discovering the project objectives, deliverables and value to the organization. Project definition begins with understanding the business need which generated the interest in this project and determining the deliverables required to address that need. In this session, we will discuss ways to establish the project’s value by clearly defining the

e stakeholders’ needs from their wants and prioritizing them. Several tools and

Session Information

Session 06: Victoria Kumar: Delivering Successful Project

Although many successful project management practitioners are “accidental project managers,” successful projects should not butilizing major contributors to project success and avoiding the leading causes of project failure, project suinstead of a hit-and-miss occurrence. This presentation describes a recommended approach to ensure consistent delivery of successful projects, utithree major contributors to project success: 1) requirementexecutive management support. These critical success factors, when implemented and achieved in collaboration with stakeholders, can lead to consistent delivery of successful projects.

Session 07: Chuck Tryon: Planned Behavior

“How do we create a culture where sharing knowledge is the norm?” This question follows almost any serious discussion of KnowPeople are often reluctant to share what they know due to the fear of becoming less valuable to their organization. While there is no address this challenge, the Theory of Planned Behavior may hold some clear directions for your organization to fintent to perform a behavior by understanding the underlying beliefs of the individual and their peers. In this presentation,explains the basic concepts of this highly respected and provenWhile TPB has been applied to highly diverse behavior changes, because this presentation is targeted specifically to knowledgreuse, a basic understanding of Knowledge Management processes and practices is recommended. Enabling Effective Knowledge Sharing and Reuse is the by-product of over twenty-five years of research by Mr. Tryon into implications of the knowledge age on organizations. Chuck holds in Knowledge Management from the University of Oklahoma and is responsible for several breakthrough concepts derived from his

Session 08: Cindy Vandersleen: The Public Relations of Project Management

One of the most important responsibilities project managers have is communications. Good project managers spend up to 90% of their time communicating. In today’s business climate, to keep projects or engagements funded, project managers must continually “marketadvantages, and benefits of projects – even if approved. Therefore it becomes imperative to maintain the passion and enthusiasm for the goals and positive outcomes of the project through constant impactful communication. Most people think of communicatioand presentations. Smart project managers learn to turn routine rituals and sacraments of projects such as team meetings, tolany other gatherings into an opportunity for project marketing. Thproject by utilizing multiple creative channels. It will also talk about creating success recognition systems to advertize th

Session 09: Glenn Alleman: Agile and Earned Value

The Department of Defense has been directed to deploy enterprise IT systems using (1) early and continual involvement of the executed increments or releases of capability’ and (3) early, successive pdots” between earned value management and agile software development in the domain of enterprise IT. The 12 agile software dewill be matched with 11 of the Earned Value Management criteria in ANSImeasureable benefits to the program.

Session 10: Shobhna Raghupathy: Ethics & Moral Leadership in Project Management

In today’s global economy, where strategic initiatives are implemented through projects, Ethics must permeate through all levels of the organization. The Enron debacle and the questionable practices of WorldComthe optimal ethics model, ethics theories and the framework for ethical decision making. Examples of insider trading, intelleworthy industry topics will be discussed to emphasize how the adoption of ethical praother examples of Company Ethics statements will be presented. Case studies and articles from Harvard Business Review and Garhighlight how the Code of Ethics helps define guidelines that promote ethical behavior. As a result of the presentation, attendees will recognize social and ethical responsibility and consider ethical dimensions to define strategies leading to success and leadership.

Session 11: Tresia Eaves and Mona Lynn: Making the Right Call

Tresia Eaves and Mona Lynn will lead the audience through 7 practical project management concepts that will empower attendeesknowledge radically changing their environment to be more successful. The influences of social media, virtual work teams, rapidly advancing technologies, diverse cultures, evolving methodologies, and customers who don’t really know what they want or need are impacttheir research, they are finding revolutions in technology are forcing professionals to constantly evolve, think outside the bprocesses transparent to both management and clients alike. Don’t be left behind like the myriads ofsuccumbed to being tied down in old patterns. There is no choice: we must adapt and change to succeed in the complex, postJoin us to gain an edge in your career.

Session 12: Lynn Banis: Your Potential unstuck! Using Your Brain for Maximum Project Management

If you are a project manager you know how important communication is to the success of your project. The latest statistics ineight projects are successful and one third are cancelled before completion. Those are tough numbers to overcome. And no wonder, you not only have to manage the project you have to manage all of the relationships that are associated with the project. That calls for a PhD in relationship management! The new emphasis on brain science, or neuroscience, can help with all of those issues With knowledge of brain science you can learn deeper skills in working with customers, colleagues, and suppcustomers. Create the right impression so that your customers will always recommend you for the next opportunity. This presenyour potential and achieve results.

Session Information (Continued)

Session 06: Victoria Kumar: Delivering Successful Project - Every Time

Although many successful project management practitioners are “accidental project managers,” successful projects should not butilizing major contributors to project success and avoiding the leading causes of project failure, project success should be predictable and repeatable,

miss occurrence. This presentation describes a recommended approach to ensure consistent delivery of successful projects, utirequirements management, 2) formal methodology and standardized tools and infrastructure

These critical success factors, when implemented and achieved in collaboration with stakeholders, can lead to

Session 07: Chuck Tryon: Planned Behavior - Enabling Effective…KNOWLEDGE SHARING AND REUSE

“How do we create a culture where sharing knowledge is the norm?” This question follows almost any serious discussion of Knowe often reluctant to share what they know due to the fear of becoming less valuable to their organization. While there is no

address this challenge, the Theory of Planned Behavior may hold some clear directions for your organization to follow. It explains how to increase the intent to perform a behavior by understanding the underlying beliefs of the individual and their peers. In this presentation,explains the basic concepts of this highly respected and proven concept. He also examines its use to improve knowledge sharing and knowledge reuse. While TPB has been applied to highly diverse behavior changes, because this presentation is targeted specifically to knowledg

anding of Knowledge Management processes and practices is recommended. Enabling Effective Knowledge Sharing and Reuse is five years of research by Mr. Tryon into implications of the knowledge age on organizations. Chuck holds

in Knowledge Management from the University of Oklahoma and is responsible for several breakthrough concepts derived from his

Session 08: Cindy Vandersleen: The Public Relations of Project Management

ortant responsibilities project managers have is communications. Good project managers spend up to 90% of their time communicating. In today’s business climate, to keep projects or engagements funded, project managers must continually “market

even if approved. Therefore it becomes imperative to maintain the passion and enthusiasm for the goals and positive outcomes of the project through constant impactful communication. Most people think of communication in obvious ways such as status reports and presentations. Smart project managers learn to turn routine rituals and sacraments of projects such as team meetings, tolany other gatherings into an opportunity for project marketing. This presentation will reveal tips on how to create a public relations campaign for your project by utilizing multiple creative channels. It will also talk about creating success recognition systems to advertize the wins of the project.

eman: Agile and Earned Value

The Department of Defense has been directed to deploy enterprise IT systems using (1) early and continual involvement of the executed increments or releases of capability’ and (3) early, successive prototyping to support an evolutionary approachdots” between earned value management and agile software development in the domain of enterprise IT. The 12 agile software de

Earned Value Management criteria in ANSI-748B to produce an integrated deployment work process that generates

Session 10: Shobhna Raghupathy: Ethics & Moral Leadership in Project Management

ere strategic initiatives are implemented through projects, Ethics must permeate through all levels of the organization. The WorldCom have emphasized the need for engaging in moral leadership. This presentati

the optimal ethics model, ethics theories and the framework for ethical decision making. Examples of insider trading, intelleworthy industry topics will be discussed to emphasize how the adoption of ethical practices will lead to moral leadership. The PMI Code of Ethics and other examples of Company Ethics statements will be presented. Case studies and articles from Harvard Business Review and Gar

guidelines that promote ethical behavior. As a result of the presentation, attendees will recognize social and ethical responsibility and consider ethical dimensions to define strategies leading to success and leadership.

Lynn: Making the Right Call - Techniques for Modern Project Management Success!

Tresia Eaves and Mona Lynn will lead the audience through 7 practical project management concepts that will empower attendeesenvironment to be more successful. The influences of social media, virtual work teams, rapidly advancing

technologies, diverse cultures, evolving methodologies, and customers who don’t really know what they want or need are impactheir research, they are finding revolutions in technology are forcing professionals to constantly evolve, think outside the b

processes transparent to both management and clients alike. Don’t be left behind like the myriads of project managers who have unfortunately succumbed to being tied down in old patterns. There is no choice: we must adapt and change to succeed in the complex, post

Potential unstuck! Using Your Brain for Maximum Project Management

If you are a project manager you know how important communication is to the success of your project. The latest statistics ine third are cancelled before completion. Those are tough numbers to overcome. And no wonder, you not only have to

manage the project you have to manage all of the relationships that are associated with the project. That calls for a PhD in relationship management! The new emphasis on brain science, or neuroscience, can help with all of those issues – except getting the PhD, of course. With knowledge of brain science you can learn deeper skills in working with customers, colleagues, and suppliers, as well as understand your internal customers. Create the right impression so that your customers will always recommend you for the next opportunity. This presen

Although many successful project management practitioners are “accidental project managers,” successful projects should not be “accidental.” By ccess should be predictable and repeatable,

miss occurrence. This presentation describes a recommended approach to ensure consistent delivery of successful projects, utilizing formal methodology and standardized tools and infrastructure and 3)

These critical success factors, when implemented and achieved in collaboration with stakeholders, can lead to

Enabling Effective…KNOWLEDGE SHARING AND REUSE

“How do we create a culture where sharing knowledge is the norm?” This question follows almost any serious discussion of Knowledge Management. e often reluctant to share what they know due to the fear of becoming less valuable to their organization. While there is no “silver bullet” to

ollow. It explains how to increase the intent to perform a behavior by understanding the underlying beliefs of the individual and their peers. In this presentation, KM consultant, Chuck Tryon,

concept. He also examines its use to improve knowledge sharing and knowledge reuse. While TPB has been applied to highly diverse behavior changes, because this presentation is targeted specifically to knowledge sharing and knowledge

anding of Knowledge Management processes and practices is recommended. Enabling Effective Knowledge Sharing and Reuse is five years of research by Mr. Tryon into implications of the knowledge age on organizations. Chuck holds a masters degree

in Knowledge Management from the University of Oklahoma and is responsible for several breakthrough concepts derived from his research and study.

ortant responsibilities project managers have is communications. Good project managers spend up to 90% of their time communicating. In today’s business climate, to keep projects or engagements funded, project managers must continually “market” the features,

even if approved. Therefore it becomes imperative to maintain the passion and enthusiasm for the goals and n in obvious ways such as status reports

and presentations. Smart project managers learn to turn routine rituals and sacraments of projects such as team meetings, tollgate phase reviews and is presentation will reveal tips on how to create a public relations campaign for your

e wins of the project.

The Department of Defense has been directed to deploy enterprise IT systems using (1) early and continual involvement of the user; (2) multiple, rapidly rototyping to support an evolutionary approach. This session will “connect the

dots” between earned value management and agile software development in the domain of enterprise IT. The 12 agile software development principles 748B to produce an integrated deployment work process that generates

ere strategic initiatives are implemented through projects, Ethics must permeate through all levels of the organization. The have emphasized the need for engaging in moral leadership. This presentation will outline

the optimal ethics model, ethics theories and the framework for ethical decision making. Examples of insider trading, intellectual property and other news ctices will lead to moral leadership. The PMI Code of Ethics and

other examples of Company Ethics statements will be presented. Case studies and articles from Harvard Business Review and Gartner will be used to guidelines that promote ethical behavior. As a result of the presentation, attendees will recognize social and

Techniques for Modern Project Management Success!

Tresia Eaves and Mona Lynn will lead the audience through 7 practical project management concepts that will empower attendees with practical environment to be more successful. The influences of social media, virtual work teams, rapidly advancing

technologies, diverse cultures, evolving methodologies, and customers who don’t really know what they want or need are impacting the workplace. From heir research, they are finding revolutions in technology are forcing professionals to constantly evolve, think outside the box, all the while making those

project managers who have unfortunately succumbed to being tied down in old patterns. There is no choice: we must adapt and change to succeed in the complex, post-recession environment.

Potential unstuck! Using Your Brain for Maximum Project Management

If you are a project manager you know how important communication is to the success of your project. The latest statistics indicate that only one out of e third are cancelled before completion. Those are tough numbers to overcome. And no wonder, you not only have to

manage the project you have to manage all of the relationships that are associated with the project. That calls for a PhD in communication and except getting the PhD, of course.

liers, as well as understand your internal customers. Create the right impression so that your customers will always recommend you for the next opportunity. This presentation will help you realize

Session Information


If you are a project manager you know how important communication is to the success of your project. The latest statistics ineight projects are successful and one third are cancelled before completion. Those are tough numbers to overcome. And no wondmanage the project you have to manage all of the relationships that are associated with the project. Trelationship management! The new emphasis on brain science, or neuroscience, can help with all of those issues With knowledge of brain science you can learn deeper skills in workcustomers. Create the right impression so that your customers will always recommend you for the next opportunity. This presenyour potential and achieve results.

Session 13: Gary Heerkens: A "State of the Union" Address on Project Management: An Examination of a Profession in Crisis

Project management has tremendous potential to improve any organization or type of business that embraces its applicaindications that project management is a profession in crisis, having suffered a considerable loss of respect over the past 1evidence is the lingering reluctance of many senior managers and executives torganizational structure. Further evidence exists in the way that many of today's project practitioners are leading exceedingexistences. Although our profession may be viewed as being ‘in crisis’, all is not lost, as the presentation concludes with a number of constructive suggestions on what can be done to return a measure of effectiveness and ultimately respect to our positions and our professi

Session 14: Glen Alleman: A Gentle Introduction to Earned Value

Starting with the basics of Earned Value, this presentation uses a simple cookie making example to show how to forecast the pproject. These practices can be applied to any project where the measurement of progress is done through physical deliverables. The participants will receive a “cheat sheet” that can be used guide the planning, performance, measurement of project activities needed to improveSuccess for your project.

Session 15: Eric Rozemeijer: Lean IT – Achieving Real Performance Improvement

The key driver behind the transfer of Lean principles to IT is the continued inability of IT to deliver the required servicesinitiated attempts at improvement, through ITIL, CMM, Cobit and other such process or control models, IT has continued to underperforbusinesses. The problem is that these same businesses have become more dependent on their IT. As a result, organizapplied to the primary business said: “if it works for us, it can work for IT too”. The application of Lean to IT does requirsuccessful. The key question is: How can my IT organization continually pcustomers? More than maybe any other industry, IT aims to help other industries to increase their productivity and quality oftowards their customers. This presentation gives insight into the key elements for successfully turning your IT organization into a Lean IT organization.

Session 16: Shobhna Raghupathy: Boomers to Bloggers

As the project managers continue to lead global, virtual and multiever. For the first time, management faces the challenges associated with supervising four distinct generations in one workplBoomers, Generation X & Generation Y. Each generation has distinct views and opinions on authority, work ethic, communicationProject Managers need to build bridges of understanding and collaboration across multiwithin the teams. This presentation will examine the challenges of leading multiframework for melding these four different generations into a dynamic workforce.

Session 17: Tresia Eaves and Mona Lynn: Change Management for the Modern PM

Tresia Eaves and Mona Lynn will lead the audience through 3 practical change management concepts that will empower attendees knowledge radically changing their environment to be more successful. The influences of social media, virtual work teams, rapidly advancitechnologies, diverse cultures, evolving methodologies, and customers who don’t really know what they want or need are impacttheir research, they are finding revolutions in change management forcing professionals to constantly evolve, think outside tthose processes transparent to both management and clients alike. There is no chorecession environment. Join us to gain an edge in your career.

Session 18: Victoria Kumar: Project Managers as Creative and Innovative Leaders

Organizations need successful project managers who are also effective leaders. Project managers, as creative and innovative leaders, manage teams most effectively by motivating and inspiring their teams, building high performance teams, consistently delivering successfuldeveloping new leadership skills to complement those that made them successful as managers. This presentation focuses on leadership corequired for project managers to manage their teams most effectively, as creative and innovative leaders culture of creativity and innovation.



If you are a project manager you know how important communication is to the success of your project. The latest statistics ineight projects are successful and one third are cancelled before completion. Those are tough numbers to overcome. And no wondmanage the project you have to manage all of the relationships that are associated with the project. That calls for a PhD in communication and relationship management! The new emphasis on brain science, or neuroscience, can help with all of those issues – except getting the PhD, of course. With knowledge of brain science you can learn deeper skills in working with customers, colleagues, and suppliers, as well as understand your internal customers. Create the right impression so that your customers will always recommend you for the next opportunity. This presen


Project management has tremendous potential to improve any organization or type of business that embraces its applicaindications that project management is a profession in crisis, having suffered a considerable loss of respect over the past 1evidence is the lingering reluctance of many senior managers and executives to elevate project management to a meaningful position in the organizational structure. Further evidence exists in the way that many of today's project practitioners are leading exceeding

e viewed as being ‘in crisis’, all is not lost, as the presentation concludes with a number of constructive suggestions on what can be done to return a measure of effectiveness and ultimately respect to our positions and our professi

leman: A Gentle Introduction to Earned Value Management

Starting with the basics of Earned Value, this presentation uses a simple cookie making example to show how to forecast the pwhere the measurement of progress is done through physical deliverables. The participants will

receive a “cheat sheet” that can be used guide the planning, performance, measurement of project activities needed to improve

Achieving Real Performance Improvement

The key driver behind the transfer of Lean principles to IT is the continued inability of IT to deliver the required services in the right way. Despite the ITd attempts at improvement, through ITIL, CMM, Cobit and other such process or control models, IT has continued to underperfor

businesses. The problem is that these same businesses have become more dependent on their IT. As a result, organizations where Lean had been applied to the primary business said: “if it works for us, it can work for IT too”. The application of Lean to IT does require some adaptation for it to be successful. The key question is: How can my IT organization continually provided value to its customers … so that they can provide value to their customers? More than maybe any other industry, IT aims to help other industries to increase their productivity and quality of

ntation gives insight into the key elements for successfully turning your IT organization into a Lean IT organization.

Session 16: Shobhna Raghupathy: Boomers to Bloggers - Challenges of managing multi-

lead global, virtual and multi-cultural projects, there is a demand for managing a workforce that is more diverse than ever. For the first time, management faces the challenges associated with supervising four distinct generations in one workplBoomers, Generation X & Generation Y. Each generation has distinct views and opinions on authority, work ethic, communicationProject Managers need to build bridges of understanding and collaboration across multi-generations of workers in order to avoid distrust and discord within the teams. This presentation will examine the challenges of leading multi-generational teams at individual and organizational levels and outline

s into a dynamic workforce.

Session 17: Tresia Eaves and Mona Lynn: Change Management for the Modern PM

Tresia Eaves and Mona Lynn will lead the audience through 3 practical change management concepts that will empower attendees dically changing their environment to be more successful. The influences of social media, virtual work teams, rapidly advanci

technologies, diverse cultures, evolving methodologies, and customers who don’t really know what they want or need are impacttheir research, they are finding revolutions in change management forcing professionals to constantly evolve, think outside tthose processes transparent to both management and clients alike. There is no choice: we must adapt and change to succeed in the complex, postrecession environment. Join us to gain an edge in your career.

Session 18: Victoria Kumar: Project Managers as Creative and Innovative Leaders

are also effective leaders. Project managers, as creative and innovative leaders, manage teams most effectively by motivating and inspiring their teams, building high performance teams, consistently delivering successful

g new leadership skills to complement those that made them successful as managers. This presentation focuses on leadership corequired for project managers to manage their teams most effectively, as creative and innovative leaders – leading their


If you are a project manager you know how important communication is to the success of your project. The latest statistics indicate that only one out of eight projects are successful and one third are cancelled before completion. Those are tough numbers to overcome. And no wonder, you not only have to

hat calls for a PhD in communication and except getting the PhD, of course.

ing with customers, colleagues, and suppliers, as well as understand your internal customers. Create the right impression so that your customers will always recommend you for the next opportunity. This presentation will help you realize


Project management has tremendous potential to improve any organization or type of business that embraces its application. But sadly, there are many indications that project management is a profession in crisis, having suffered a considerable loss of respect over the past 15-20 years. Among the

o elevate project management to a meaningful position in the organizational structure. Further evidence exists in the way that many of today's project practitioners are leading exceedingly difficult and challenging

e viewed as being ‘in crisis’, all is not lost, as the presentation concludes with a number of constructive suggestions on what can be done to return a measure of effectiveness and ultimately respect to our positions and our profession.

Starting with the basics of Earned Value, this presentation uses a simple cookie making example to show how to forecast the performance of your where the measurement of progress is done through physical deliverables. The participants will

receive a “cheat sheet” that can be used guide the planning, performance, measurement of project activities needed to improvement the Probability of

in the right way. Despite the IT-d attempts at improvement, through ITIL, CMM, Cobit and other such process or control models, IT has continued to underperform in the eyes of

ations where Lean had been e some adaptation for it to be

rovided value to its customers … so that they can provide value to their customers? More than maybe any other industry, IT aims to help other industries to increase their productivity and quality of products and services

ntation gives insight into the key elements for successfully turning your IT organization into a Lean IT organization.

-generational teams

cultural projects, there is a demand for managing a workforce that is more diverse than ever. For the first time, management faces the challenges associated with supervising four distinct generations in one workplace –Veterans, Baby Boomers, Generation X & Generation Y. Each generation has distinct views and opinions on authority, work ethic, communication and incentives. Today,

of workers in order to avoid distrust and discord generational teams at individual and organizational levels and outline

Tresia Eaves and Mona Lynn will lead the audience through 3 practical change management concepts that will empower attendees with practical dically changing their environment to be more successful. The influences of social media, virtual work teams, rapidly advancing

technologies, diverse cultures, evolving methodologies, and customers who don’t really know what they want or need are impacting the workplace. From their research, they are finding revolutions in change management forcing professionals to constantly evolve, think outside the box, all the while making

ice: we must adapt and change to succeed in the complex, post-

are also effective leaders. Project managers, as creative and innovative leaders, manage teams most effectively by motivating and inspiring their teams, building high performance teams, consistently delivering successful projects and continuously

g new leadership skills to complement those that made them successful as managers. This presentation focuses on leadership competencies teams in an organizational

Session Information

Session 19: George Pitagorsky: Conflict Management with Mindfulness, Cognitive Analysis and Emotional Intelligence

Conflict is an inevitable and valuable part of every project, process and relationship. To be successful everyone must master the skills of conflict management. Managing conflict means avoiding unnecessary conflict and resolving the remainder in a productive way that achievan optimal solution, maintaining healthy relationships and continuously improving the capability to manage conflict. In this and see the big picture while being completely immersed in the details of the confrontation are management process. Participants will practice the moment to moment mindfulness needed to be emotionally intelligent in

Session 20: Glen Alleman: The Impact of SEI CMMI DE

The myth that agile software development is incompatible with CMMI DEV V1.3 is just that “connect the dots” between agile software development practices amethods. The participant will learn how current agile software development methods can be deployed inside the CMMI DEV V1.2 fAreas. A review of CMMI and the current V1.3 attributes will establish the ground work needed guide the development of work processes needed comply with CMMI Dev V1.3.

Session 21: Gary Rechtfertig: Emotional Intelligence Self Assessment

There is a lot of discussion today on many aspects about “Project Management Intelligence – and YOU. Let’s talk about you and how you can improve your soft skills and increase your success as a Project Management teamindividual player by understanding your Strengths and Limitations, what are your Emotional Hot Buttons and how to deal with thimprove your Self Awareness. Get to the Source and find out how to change. Emotions are an information sourchas become a buzz word in the Project Management community. Studies have found 70% of a experience.

Session 22: Yvonne Kish: Agile Scrum for Process Improvemen

Deliver the customer’s highest business value items first! Discover how a successful project was launched using agile methodsincreased product ROI and customer delight. This presentation will focus on the main areand how agile methods was used successfully for an internal process improvement project. The benefits of using agile methods will be discussed, and how a successful project launch was delivered. The internal project was completed using release planning and agile sprints over three 4-week sprints. Use of agile methods helped to deliver the customer’s highest business value items first to a very satisfied cl

Session 23: Gary Heerkens: How To Become the Successful Project Manager of the Future…Be Business

A project is much more than just an exercise in cost and schedule logistics, technology management, and team coordination. Itthat your organization makes—from which it undoubtedly expects a return! What is now beginning to distinguish superior project managers from average ones is the ability to manage a project more like a small business than a technical or logistical marvel. In thisconcepts, principles and practical tools aimed at helping you to increase your projectconnect to the world of business, why business knowledge will yourself to meet that future!

Session 24: Frank Saladis: Managing Difficult Stakeholders

In this seminar learn how to identify the characteristics and tactics of difficult clcreating a more effective working relationship. During this seminar you will learn techniques that will assist in solving conreduce productivity frustrate team members and co-workers and slow organizational growth. This seminar will improve your ability to create higher levels of team performance and to more effectively manage business relationships.



art of every project, process and relationship. To be successful everyone must master the skills of conflict management. Managing conflict means avoiding unnecessary conflict and resolving the remainder in a productive way that achievan optimal solution, maintaining healthy relationships and continuously improving the capability to manage conflict. In this and see the big picture while being completely immersed in the details of the confrontation are presented as the keystones of a practical conflict management process. Participants will practice the moment to moment mindfulness needed to be emotionally intelligent in

Session 20: Glen Alleman: The Impact of SEI CMMI DEV V1.3 on Agile Development Practices

The myth that agile software development is incompatible with CMMI DEV V1.3 is just that – a myth. This presentation will describe the details of how to “connect the dots” between agile software development practices and the applicable Process Areas of CMMI DEV V1.3, using several agile development methods. The participant will learn how current agile software development methods can be deployed inside the CMMI DEV V1.2 f

he current V1.3 attributes will establish the ground work needed guide the development of work processes needed comply

l Intelligence Self Assessment - Who are you?

y on many aspects about “Project Management – Risk, Quality and such” BUT not much discussion about Emotional and YOU. Let’s talk about you and how you can improve your soft skills and increase your success as a Project Management team

ndividual player by understanding your Strengths and Limitations, what are your Emotional Hot Buttons and how to deal with thyour Self Awareness. Get to the Source and find out how to change. Emotions are an information source For You. Emotional Intelligence (EI)

has become a buzz word in the Project Management community. Studies have found 70% of a person’s success is attributable to EI and 30% to IQ and

Session 22: Yvonne Kish: Agile Scrum for Process Improvement Projects - Case Study

Deliver the customer’s highest business value items first! Discover how a successful project was launched using agile methodsincreased product ROI and customer delight. This presentation will focus on the main areas that agile methods and traditional project management differ, and how agile methods was used successfully for an internal process improvement project. The benefits of using agile methods

roject launch was delivered. The internal project was completed using release planning and agile sprints over week sprints. Use of agile methods helped to deliver the customer’s highest business value items first to a very satisfied cl

23: Gary Heerkens: How To Become the Successful Project Manager of the Future…Be Business

A project is much more than just an exercise in cost and schedule logistics, technology management, and team coordination. Itfrom which it undoubtedly expects a return! What is now beginning to distinguish superior project managers from average

ones is the ability to manage a project more like a small business than a technical or logistical marvel. In this session, Gary Heerkens shares some key concepts, principles and practical tools aimed at helping you to increase your project-related business savvy. Questions will be answered on how projects connect to the world of business, why business knowledge will be such an important and valued competency in the future, and how you can prepare

Session 24: Frank Saladis: Managing Difficult Stakeholders

In this seminar learn how to identify the characteristics and tactics of difficult clients, co-workers, employees, and managers and develop strategies for creating a more effective working relationship. During this seminar you will learn techniques that will assist in solving con

workers and slow organizational growth. This seminar will improve your ability to create higher levels of team performance and to more effectively manage business relationships.


art of every project, process and relationship. To be successful everyone must master the skills of conflict management. Managing conflict means avoiding unnecessary conflict and resolving the remainder in a productive way that achieves the goals of finding an optimal solution, maintaining healthy relationships and continuously improving the capability to manage conflict. In this session the ability to step back

presented as the keystones of a practical conflict management process. Participants will practice the moment to moment mindfulness needed to be emotionally intelligent in the face of stressful situations.

V V1.3 on Agile Development Practices

a myth. This presentation will describe the details of how to nd the applicable Process Areas of CMMI DEV V1.3, using several agile development

methods. The participant will learn how current agile software development methods can be deployed inside the CMMI DEV V1.2 framework of Process he current V1.3 attributes will establish the ground work needed guide the development of work processes needed comply

Risk, Quality and such” BUT not much discussion about Emotional and YOU. Let’s talk about you and how you can improve your soft skills and increase your success as a Project Management team and

ndividual player by understanding your Strengths and Limitations, what are your Emotional Hot Buttons and how to deal with them. Plus techniques to e For You. Emotional Intelligence (EI)

success is attributable to EI and 30% to IQ and

Deliver the customer’s highest business value items first! Discover how a successful project was launched using agile methods and significantly as that agile methods and traditional project management differ,

and how agile methods was used successfully for an internal process improvement project. The benefits of using agile methods for the internal project roject launch was delivered. The internal project was completed using release planning and agile sprints over

week sprints. Use of agile methods helped to deliver the customer’s highest business value items first to a very satisfied client.

23: Gary Heerkens: How To Become the Successful Project Manager of the Future…Be Business-Savvy!

A project is much more than just an exercise in cost and schedule logistics, technology management, and team coordination. It’s a financial investment from which it undoubtedly expects a return! What is now beginning to distinguish superior project managers from average

session, Gary Heerkens shares some key related business savvy. Questions will be answered on how projects

be such an important and valued competency in the future, and how you can prepare

workers, employees, and managers and develop strategies for creating a more effective working relationship. During this seminar you will learn techniques that will assist in solving conflicts and removing barriers that

workers and slow organizational growth. This seminar will improve your ability to create higher levels

Judith W. Umlas - Judith W. Umlas is Sr. Vice President of Learning Innovations at International Institute for Learning, Inc. (IIL), a global corporate training company. She is the publisher of IIL Publishing, New York She is now Publisher of allPM.com, the web portal for overand the author of the ground-breaking book, The Power of Acknowledgment. She has delivered keynote addresses at many Project Management Institute (PMI) chapter meetings and Professional Development Days, and has led virtual and traditionalassociations and interest groups, as well as for many corporations. She has worked in television production, marketing and codevelopment for over 30 years -- at CBS, PBS, cable television and IIL. New York Times, The Chicago Tribune, and many other newspapers and magazines.

Glen B. Alleman - Glen B. Alleman leads the Program Planning and Controls practice for Lewis & Fowleexperience in program management, systems engineering, software development, and general management to bear on the problems obased program management. Mr. Alleman’s experience ranges from real timanagement and Program Management in a variety of firms including Logicon, TRW, CH2M Hill, SM&A, and several consulting firmsLewis & Fowler. Mr. Alleman’s teaching experience include university level course in mathematics, physics, and computer science. Currently Mr. Alleman is the Principle of Practices at Lewis & Fowler and the developer of the Deliverables Based Planning® method Lewis & Fowler aDefense, and Enterprise IT engagements. This method is applied from proposal activities through program execution focusing onrisk, Technical Performance Measures, CAM and PP&C mentoring and training, process improvement, DCMA Vof success for mission critical programs.

Mona Lynn - Mona Lynn is a senior IT professional with over 25 years of technology experience, primarily focusing on master data managemeenrichment, data integration, data warehousing, hardware infrastructure, security, web site, esupport. Instrumental in positions with direct responsibility for consultation, analysis, design, development, quality assuraas well as responsibility for strategic planning and consulting, project/program management, and staff/budget management. MonDalhousie University, Graduate School of Management in Halifax, Canada and has been PMP the 2009 Kerzner International.

Victoria S. Kumar - Victoria S. Kumar, PMP has over 20 years of information technology (IT) project management experience. She is a project managfor the state of North Carolina, USA, Office of the State Controller. She holds two master's degrees: one in Pure Mathematics, and another in Science, and PhD credits (ABD – all but dissertation) in management science from University of Waterloo (Canada). She alsocertificate in IT Project Management from George Washington University (USA). She is a Past President of the PMI North Carolibeen very active in the PMO community, serving as a PMO program manager and as a PMO consultVolunteer Leader for several years. She currently serves as a member of the PMI Leadership Institute Advisory Group. PMI LeadPMI department that provides leadership development proClass of 2004).

George Pitagorsky - George Pitagorsky, PMP, is a management consulting, coach and master facilitator and speaker specializing in organizational aindividual performance optimization. He has a background in IT, has developed and implemented product development and projectmethodologies and has worked as an enterprise architect. He is a recognized expert in project management and engagementprofessional service organizations. George authored The Zen Approach to Project Management, publishes the Breakthrough Newslepublish Managing Conflict in Projects in 2011 and has written and spoken on project managementand systems thinking into daily life. He is a senior teacher at the NY Insight Meditation Center.

Jim Garrett - Jim Garrett, founder and former CEO of SENTEL Corporation, left the US Army as a firsthe Navy Department designing, procuring and installing antennas and RF systems on Navy ships. He quickly became the DirectorElectromagnetics Division of the Naval Sea Systems Command in cdeveloping software for spectrum management of radar and electromagnetic systems for DoD and NATO platforms. He technology company providing products and services, including chemical and biological detection sensor networks, test engineering and software, to DoD, FAA, IRS, NASA and DHS. His story is an epic journey of leadership, challenges, lessons learned and rewards. Jim holds a BSEE from North Carolina A&T State University, and an MBA from Southeastern University. He received the coveted Ernst & Young Company of the

Chuck Tryon - Chuck Tryon is a nationally respected educator and popular symposium speaker. Chuck is a proven thought lknowledge management, project management and business requirements. He alternates his time between creating new concepts, proworking on live projects and sharing his knowledge in seminar settings. Chuck founded Tryon andconsulting services. His client list includes many top 100 companies. Chuck has authored over a dozen seminarsConvergence of Project Management and Knowledge ManagementOrganizational Knowledge: A Project-Centric Approach to Knowledge Management.” planned for publication in early 2011. Chuck is a frequent speaker for professional societies including Knowledge and InformAssociation, Project Management Institute and the International Association of Business AnalystsManagement from the University of Oklahoma and an undergraduate degree in Business Administration from the University of Tulsa.

Frank P. Saladis - Frank P. Saladis, PMP, is a consultant, trainer and motivational speaker with over 35 years of experience in Project Project Management training. He holds a Masters Certificate in Commercial Project Management from George Washington Universitchair of the PMI Education and Training Specific Interest Group and a past president of the PMI NYthe International Institute For Learning, Inc., and has been involved in the development of several project management learnibeen a featured presenter at the Project Management Insprofessional development programs. He has written numerous leadership and project management related articles and is the coKerzner for a three book series, Value Driven Project Management, What Executives Need To Know About Project Management and What Functional Managers Need To Know About Project Management published by The International Institute for Learning and John Wiley & Sons. Mr. Saladis was recognized as “PMI Person of the Year” in 2006.

Presenter Information

las is Sr. Vice President of Learning Innovations at International Institute for Learning, Inc. (IIL), a global corporate training company. She is the publisher of IIL Publishing, New York She is now Publisher of allPM.com, the web portal for over

breaking book, The Power of Acknowledgment. She has delivered keynote addresses at many Project Management Institute (PMI) chapter meetings and Professional Development Days, and has led virtual and traditional classroom training sessions for numerous associations and interest groups, as well as for many corporations. She has worked in television production, marketing and co

at CBS, PBS, cable television and IIL. Her writing credits include articles published in Working Woman magazine, The New York Times, The Chicago Tribune, and many other newspapers and magazines.

Glen B. Alleman leads the Program Planning and Controls practice for Lewis & Fowler. In this position Glen’s brings his 30 years experience in program management, systems engineering, software development, and general management to bear on the problems obased program management. Mr. Alleman’s experience ranges from real time process control in a variety of technical domains to product development management and Program Management in a variety of firms including Logicon, TRW, CH2M Hill, SM&A, and several consulting firms

experience include university level course in mathematics, physics, and computer science. Currently Mr. Alleman is the Principle of Practices at Lewis & Fowler and the developer of the Deliverables Based Planning® method Lewis & Fowler aDefense, and Enterprise IT engagements. This method is applied from proposal activities through program execution focusing onrisk, Technical Performance Measures, CAM and PP&C mentoring and training, process improvement, DCMA Validation, and increasing the probability

Mona Lynn is a senior IT professional with over 25 years of technology experience, primarily focusing on master data managemeon, data warehousing, hardware infrastructure, security, web site, e-commerce and business application development and

support. Instrumental in positions with direct responsibility for consultation, analysis, design, development, quality assuraas well as responsibility for strategic planning and consulting, project/program management, and staff/budget management. MonDalhousie University, Graduate School of Management in Halifax, Canada and has been PMP Certified since 2002. She was also a Top Five Finalist for

Victoria S. Kumar, PMP has over 20 years of information technology (IT) project management experience. She is a project managNorth Carolina, USA, Office of the State Controller. She holds two master's degrees: one in Pure Mathematics, and another in

all but dissertation) in management science from University of Waterloo (Canada). She alsocertificate in IT Project Management from George Washington University (USA). She is a Past President of the PMI North Carolibeen very active in the PMO community, serving as a PMO program manager and as a PMO consultant for the last ten years. She has served as a PMI Volunteer Leader for several years. She currently serves as a member of the PMI Leadership Institute Advisory Group. PMI LeadPMI department that provides leadership development programs to PMI volunteer leaders. She is a graduate of the PMI Leadership Institute (Master's

George Pitagorsky, PMP, is a management consulting, coach and master facilitator and speaker specializing in organizational aindividual performance optimization. He has a background in IT, has developed and implemented product development and projectmethodologies and has worked as an enterprise architect. He is a recognized expert in project management and engagementprofessional service organizations. George authored The Zen Approach to Project Management, publishes the Breakthrough Newslepublish Managing Conflict in Projects in 2011 and has written and spoken on project management, relationship skills and integrating mindfulness practice and systems thinking into daily life. He is a senior teacher at the NY Insight Meditation Center.

Jim Garrett, founder and former CEO of SENTEL Corporation, left the US Army as a first lieutenant and began a career in engineering with the Navy Department designing, procuring and installing antennas and RF systems on Navy ships. He quickly became the DirectorElectromagnetics Division of the Naval Sea Systems Command in charge of topside design of all Navy ships. Jim then started his own business developing software for spectrum management of radar and electromagnetic systems for DoD and NATO platforms. He

ucts and services, including chemical and biological detection sensor networks, test engineering and software, to epic journey of leadership, challenges, lessons learned and rewards. Jim holds a BSEE from North

Carolina A&T State University, and an MBA from Southeastern University. He received the coveted Ernst & Young Company of the

Chuck Tryon is a nationally respected educator and popular symposium speaker. Chuck is a proven thought lknowledge management, project management and business requirements. He alternates his time between creating new concepts, proworking on live projects and sharing his knowledge in seminar settings. Chuck founded Tryon and Associates in 1986 to provide seminar training and consulting services. His client list includes many top 100 companies. Chuck has authored over a dozen seminars and was recently published in “The Convergence of Project Management and Knowledge Management” from Scarecrow Press. He has just completed a manuscript titled “Managing

Centric Approach to Knowledge Management.” which contains several major new developments in KM thought. It is 011. Chuck is a frequent speaker for professional societies including Knowledge and Inform

, Project Management Institute and the International Association of Business Analysts. He holds a masters degree in Knowledge nt from the University of Oklahoma and an undergraduate degree in Business Administration from the University of Tulsa.

Frank P. Saladis, PMP, is a consultant, trainer and motivational speaker with over 35 years of experience in Project Project Management training. He holds a Masters Certificate in Commercial Project Management from George Washington Universitchair of the PMI Education and Training Specific Interest Group and a past president of the PMI NYC Chapter. He is a senior consultant and trainer for the International Institute For Learning, Inc., and has been involved in the development of several project management learnibeen a featured presenter at the Project Management Institute ® Annual Symposiums, Project World, PMI World Congress, and many PMI Chapter professional development programs. He has written numerous leadership and project management related articles and is the co

series, Value Driven Project Management, What Executives Need To Know About Project Management and What Functional published by The International Institute for Learning and John Wiley & Sons. Mr. Saladis was

las is Sr. Vice President of Learning Innovations at International Institute for Learning, Inc. (IIL), a global corporate training company. She is the publisher of IIL Publishing, New York She is now Publisher of allPM.com, the web portal for over 100,000 project managers

breaking book, The Power of Acknowledgment. She has delivered keynote addresses at many Project Management classroom training sessions for numerous

associations and interest groups, as well as for many corporations. She has worked in television production, marketing and corporate business Her writing credits include articles published in Working Woman magazine, The

r. In this position Glen’s brings his 30 years experience in program management, systems engineering, software development, and general management to bear on the problems of performance

me process control in a variety of technical domains to product development management and Program Management in a variety of firms including Logicon, TRW, CH2M Hill, SM&A, and several consulting firms before joining

experience include university level course in mathematics, physics, and computer science. Currently Mr. Alleman is the Principle of Practices at Lewis & Fowler and the developer of the Deliverables Based Planning® method Lewis & Fowler applies to its Aerospace, Defense, and Enterprise IT engagements. This method is applied from proposal activities through program execution focusing on IMP/IMS, programmatic

alidation, and increasing the probability

Mona Lynn is a senior IT professional with over 25 years of technology experience, primarily focusing on master data management, data commerce and business application development and

support. Instrumental in positions with direct responsibility for consultation, analysis, design, development, quality assurance, documentation, and support as well as responsibility for strategic planning and consulting, project/program management, and staff/budget management. Mona has an MBA (IT) from

Certified since 2002. She was also a Top Five Finalist for

Victoria S. Kumar, PMP has over 20 years of information technology (IT) project management experience. She is a project manager North Carolina, USA, Office of the State Controller. She holds two master's degrees: one in Pure Mathematics, and another in Computer

all but dissertation) in management science from University of Waterloo (Canada). She also earned a master's certificate in IT Project Management from George Washington University (USA). She is a Past President of the PMI North Carolina Chapter. She has

ant for the last ten years. She has served as a PMI Volunteer Leader for several years. She currently serves as a member of the PMI Leadership Institute Advisory Group. PMI Leadership Institute is the

grams to PMI volunteer leaders. She is a graduate of the PMI Leadership Institute (Master's

George Pitagorsky, PMP, is a management consulting, coach and master facilitator and speaker specializing in organizational and individual performance optimization. He has a background in IT, has developed and implemented product development and project management methodologies and has worked as an enterprise architect. He is a recognized expert in project management and engagement management for professional service organizations. George authored The Zen Approach to Project Management, publishes the Breakthrough Newsletter, is on track to

, relationship skills and integrating mindfulness practice

t lieutenant and began a career in engineering with the Navy Department designing, procuring and installing antennas and RF systems on Navy ships. He quickly became the Director of the Systems

harge of topside design of all Navy ships. Jim then started his own business – developing software for spectrum management of radar and electromagnetic systems for DoD and NATO platforms. He built a diverse engineering and

ucts and services, including chemical and biological detection sensor networks, test engineering and software, to epic journey of leadership, challenges, lessons learned and rewards. Jim holds a BSEE from North

Carolina A&T State University, and an MBA from Southeastern University. He received the coveted Ernst & Young Company of the Year Award.

Chuck Tryon is a nationally respected educator and popular symposium speaker. Chuck is a proven thought leader in the fields of knowledge management, project management and business requirements. He alternates his time between creating new concepts, proving them by

Associates in 1986 to provide seminar training and was recently published in “The

” from Scarecrow Press. He has just completed a manuscript titled “Managing contains several major new developments in KM thought. It is

011. Chuck is a frequent speaker for professional societies including Knowledge and Information Professionals holds a masters degree in Knowledge

nt from the University of Oklahoma and an undergraduate degree in Business Administration from the University of Tulsa.

Frank P. Saladis, PMP, is a consultant, trainer and motivational speaker with over 35 years of experience in Project Management and Project Management training. He holds a Masters Certificate in Commercial Project Management from George Washington University and is the past

C Chapter. He is a senior consultant and trainer for the International Institute For Learning, Inc., and has been involved in the development of several project management learning programs. Frank has

titute ® Annual Symposiums, Project World, PMI World Congress, and many PMI Chapter professional development programs. He has written numerous leadership and project management related articles and is the co-author with Dr. Harold

series, Value Driven Project Management, What Executives Need To Know About Project Management and What Functional published by The International Institute for Learning and John Wiley & Sons. Mr. Saladis was

Presenter

Gary R. Heerkens - Gary R. Heerkens, PMP, CPM, MPM, CPC, CBM, CIPA, PEng, MBA is the president of Management Solutions Group, a firm that provides progressive and effective project management training and consulting solutions. Before establishing Management Solutions Group, he managed projects for Eastman Kodak for over 20 years, and later served as staff assistant to the director of project management, devemanagement training, and developing project process methodology. He is a contributing editor to PM Network magazine, writing projects”. He authored McGraw-Hill’s Briefcase Book on Project Management, still a leading seller towhich was published in 2006. Mr. Heerkens is an active member of PMI, IAPPM, APBM, AAPM, and IPMA, where he has received sevecertifications and has been honored as a Fellow by IAPPM and by AAPelected president in 2005-2006. He’s a licensed Professional Engineer in New York and holds an MBA from RIT.

Lynn Banis - Lynn Banis, a Master Certified Coach, has devoted over thiknown as America’s high performance coach. In addition to executive coaching, Lynn is a talented instructional designer, researcher, and teleleader. She has her own company, Discovery Point Coachingcognate in Industrial/Organizational Psychology, an MS in Counseling, an MS in Administration, and a BA in English. She is alCorporate Coach U. Lynn teaches undergraduate and graduate courses in organizational effectiveness and development, testing andresearch methods, interpersonal relations, and quality leadership. She is pastSoutheast Virginia Chapter and was a member of ASTD’s National Executive Committee.

Nikki Choyce - Nikki Choyce is a highly skilled project management consultant, instructor and coach with over 15 years of experience helpingand companies improve project performance and personal effectiveness by applying improved processes and practical project mancompany is Infotech Management which has been providing training and project management consulting servicreceived her Project Management Professional credential and her coach training from an accredited International Coach Federatan active officer of the Fort Worth PMI chapter currently serving asmanagement training courses as well as three on-line courses. She has lived and worked all over the United States as well as in Switzerland.

Tresia Eaves - Tresia Eaves is a 20-year professional technology consultant, instructor and presenterearly in her career to establish great habits and developed into a talented leader, instructor and consultant. Only later didwere also called, “project management.” She has influenced progressive change for companies like Zix Corporation (NASDAQ: ZIXSENTEL Corporation, the Internal Revenue Service, and several other government departments and privjoined Dibon Technologies as the Vice President of their Business Solutions group where she plans to lead Dibon into providinsolutions. Tresia has a Bachelors degree in Computer Science from from the University of Oklahoma. She achieved her PMP in 1999, received the Kerzner International PM of the Year Award in 200IRS, and recently graduated from the PMI Leadership Master’s Course at EMEA in May of 2010.

Tom Sheives - Tom, Chief Unstuck Officer at Unstuck CompanyProjects, Processes and People unstuck!” Tom is known as executives in project management with the Panama Canal Authority. Tom’s work focuses on improving project performance throughmulticultural, multigenerational, and virtual teams and better use of project management mechanics. Tom is a member of the National SpeakeAssociation and teaches project management at the University of Texas at Dallas and at Embry

Cindy Vandersleen - Cindy Vandersleen has over 30 years experience as an executive IT leader and certified project management professional. She has been responsible for delivery and support of business applications at a publicly held technology solutions promany high profile global enterprise implementations. In her current venture, Cindy serves as Managing Consultant for The Projconsulting practice dedicated to helping businesses apply practical and financial environments. Cindy holds a B.S. in Mathematics from Texas Christian University. She is a certified PMP and scrserves as AVP – Social Media for the Fort Worth Chapter, PMI. In addition to teaching and publishing blog articles on project management, she has bea presenter at conferences locally and nationally.

Shobhna Raghupathy - Shobhna Raghupathy is a Global Strategy and Project Pormanaging enterprise-wide technical and strategic projects in diverse industries including Telecommunications, Healthcare, Finance and Consulting.Shobhna has lead several cross-functional, collaborative offshore projects in a matrix environment. As a Project Management consultant at AT&T, she is accountable for infrastructure projects within the Technology Group.

Eric Rozemeijer - Eric Rozemeijer is senior consultant and partner at Quint Wellington Redwood. For the last 10 years Eric has been involved innumerous consultancy assignments focusing on IT organizational improvement, LEAN IT and outsourcing.PRINCE2 certified (2002), ISO/IEC 20000 certified Consultant and Tutor (2005) and Certified Outsourcing Professional architects behind the IPW™ process model and has been publishing several articles and books on IT Service Management, complia

Gary Rechtfertig - Gary Rechtfertig, founder of Doulos Project Management Training, is Management industry. Gary has spoken at a National level on Project Management and Risk Managementof northern Texas and Northwood University in Dallas in Project Management and Emotional Intelligence. Gary speaks several ticompanies and PM Symposiums in the Dallas area. He has taught computer science at the Masters level at the Advanced ManagemenForest, IL. Gary is a consultant to Fortune 100 clients in Project Management, Emotionahas a B.S. from Iowa State University and an MBA from Roosevelt University, Chicago, IL.

Yvonne Kish - Yvonne Kish is as independent software consultant and trainer who works with The Westfall Team Company. Her main focus area is Software Quality Assurance, Test Management and Agile Scrum. She is an expert at Process DefiImprovement, Audits and Assessments, Tools Engineering and Test Automation, and Softincludes working with companies with various industry frameworks and standards including Agile, CMMI, ISO, FDA, FAA, DoD, PCImore recent work has been to successfully help companies witCSPO certifications.

Presenter Information (Continued)

Gary R. Heerkens, PMP, CPM, MPM, CPC, CBM, CIPA, PEng, MBA is the president of Management Solutions Group, a firm that roject management training and consulting solutions. Before establishing Management Solutions Group, he managed

projects for Eastman Kodak for over 20 years, and later served as staff assistant to the director of project management, devemanagement training, and developing project process methodology. He is a contributing editor to PM Network magazine, writing

Hill’s Briefcase Book on Project Management, still a leading seller today, and ‘The Businesswhich was published in 2006. Mr. Heerkens is an active member of PMI, IAPPM, APBM, AAPM, and IPMA, where he has received sevecertifications and has been honored as a Fellow by IAPPM and by AAPM. He was president of the PMI Rochester Chapter from 1998

2006. He’s a licensed Professional Engineer in New York and holds an MBA from RIT.

Lynn Banis, a Master Certified Coach, has devoted over thirty years to the development of human and organizational potentialIn addition to executive coaching, Lynn is a talented instructional designer, researcher, and tele

Discovery Point Coaching, and is an Associate of Unstuck Company. Lynn holds a PhD in Urban Services with a cognate in Industrial/Organizational Psychology, an MS in Counseling, an MS in Administration, and a BA in English. She is al

rporate Coach U. Lynn teaches undergraduate and graduate courses in organizational effectiveness and development, testing andresearch methods, interpersonal relations, and quality leadership. She is past-President of the American Society for Training and Development (ASTD) Southeast Virginia Chapter and was a member of ASTD’s National Executive Committee.

Nikki Choyce is a highly skilled project management consultant, instructor and coach with over 15 years of experience helpingand companies improve project performance and personal effectiveness by applying improved processes and practical project mancompany is Infotech Management which has been providing training and project management consulting services for almost twenty years. She has received her Project Management Professional credential and her coach training from an accredited International Coach Federatan active officer of the Fort Worth PMI chapter currently serving as VP Programs. Nikki has authored or co-authored over 25 different project

line courses. She has lived and worked all over the United States as well as in Switzerland.

professional technology consultant, instructor and presenter. As an officer in the U.S. Air Force, she learned early in her career to establish great habits and developed into a talented leader, instructor and consultant. Only later didwere also called, “project management.” She has influenced progressive change for companies like Zix Corporation (NASDAQ: ZIXSENTEL Corporation, the Internal Revenue Service, and several other government departments and private sector organizations. She has recently joined Dibon Technologies as the Vice President of their Business Solutions group where she plans to lead Dibon into providinsolutions. Tresia has a Bachelors degree in Computer Science from Baylor University, a Masters degree in Human Relationsfrom the University of Oklahoma. She achieved her PMP in 1999, received the Kerzner International PM of the Year Award in 200

from the PMI Leadership Master’s Course at EMEA in May of 2010.

Tom, Chief Unstuck Officer at Unstuck Company, is an author, keynote speaker, educator, consultant, and coach. His mission is to “Get known as The unstuck! Guy derived from his book OPPORTUNITY unstuck!

executives in project management with the Panama Canal Authority. Tom’s work focuses on improving project performance through, multigenerational, and virtual teams and better use of project management mechanics. Tom is a member of the National Speake

Association and teaches project management at the University of Texas at Dallas and at Embry- Riddle Aeronautical University.

Cindy Vandersleen has over 30 years experience as an executive IT leader and certified project management professional. She has been responsible for delivery and support of business applications at a publicly held technology solutions provider, and has achieved success with many high profile global enterprise implementations. In her current venture, Cindy serves as Managing Consultant for The Projconsulting practice dedicated to helping businesses apply practical and efficient project and process practices, tailored to their cultural, organizational, and financial environments. Cindy holds a B.S. in Mathematics from Texas Christian University. She is a certified PMP and scr

Media for the Fort Worth Chapter, PMI. In addition to teaching and publishing blog articles on project management, she has be

Shobhna Raghupathy is a Global Strategy and Project Portfolio Management consultant. She has extensive experience in wide technical and strategic projects in diverse industries including Telecommunications, Healthcare, Finance and Consulting.

borative offshore projects in a matrix environment. As a Project Management consultant at AT&T, she is accountable for infrastructure projects within the Technology Group.

Eric Rozemeijer is senior consultant and partner at Quint Wellington Redwood. For the last 10 years Eric has been involved innumerous consultancy assignments focusing on IT organizational improvement, LEAN IT and outsourcing. He is certified ITIL Service Manager (2001), PRINCE2 certified (2002), ISO/IEC 20000 certified Consultant and Tutor (2005) and Certified Outsourcing Professional (2011).architects behind the IPW™ process model and has been publishing several articles and books on IT Service Management, complia

, founder of Doulos Project Management Training, is a 43 year veteran of the IT Management and Project Gary has spoken at a National level on Project Management and Risk Management and is currently a guest lecturer at University

of northern Texas and Northwood University in Dallas in Project Management and Emotional Intelligence. Gary speaks several ticompanies and PM Symposiums in the Dallas area. He has taught computer science at the Masters level at the Advanced ManagemenForest, IL. Gary is a consultant to Fortune 100 clients in Project Management, Emotional Intelligence, PMO development and Risk Management. Gary has a B.S. from Iowa State University and an MBA from Roosevelt University, Chicago, IL.

Yvonne Kish is as independent software consultant and trainer who works with The Westfall Team and is also an associate of Unstuck Company. Her main focus area is Software Quality Assurance, Test Management and Agile Scrum. She is an expert at Process DefiImprovement, Audits and Assessments, Tools Engineering and Test Automation, and Software Configuration Management. Yvonne’s experience includes working with companies with various industry frameworks and standards including Agile, CMMI, ISO, FDA, FAA, DoD, PCImore recent work has been to successfully help companies with Agile training and transformations. She holds ASQ CSQE and Scrum Alliance CSM and

Gary R. Heerkens, PMP, CPM, MPM, CPC, CBM, CIPA, PEng, MBA is the president of Management Solutions Group, a firm that roject management training and consulting solutions. Before establishing Management Solutions Group, he managed

projects for Eastman Kodak for over 20 years, and later served as staff assistant to the director of project management, developing and delivering project management training, and developing project process methodology. He is a contributing editor to PM Network magazine, writing on “the business of

day, and ‘The Business-Savvy Project Manager’, which was published in 2006. Mr. Heerkens is an active member of PMI, IAPPM, APBM, AAPM, and IPMA, where he has received several professional

M. He was president of the PMI Rochester Chapter from 1998-2001, and was re-

rty years to the development of human and organizational potential and is In addition to executive coaching, Lynn is a talented instructional designer, researcher, and tele-seminar

and is an Associate of Unstuck Company. Lynn holds a PhD in Urban Services with a cognate in Industrial/Organizational Psychology, an MS in Counseling, an MS in Administration, and a BA in English. She is also is a graduate of

rporate Coach U. Lynn teaches undergraduate and graduate courses in organizational effectiveness and development, testing and evaluation, raining and Development (ASTD)

Nikki Choyce is a highly skilled project management consultant, instructor and coach with over 15 years of experience helping individuals and companies improve project performance and personal effectiveness by applying improved processes and practical project management. Her

es for almost twenty years. She has received her Project Management Professional credential and her coach training from an accredited International Coach Federation organization. Nikki is

authored over 25 different project line courses. She has lived and worked all over the United States as well as in Switzerland.

As an officer in the U.S. Air Force, she learned early in her career to establish great habits and developed into a talented leader, instructor and consultant. Only later did she learn that her unique skills were also called, “project management.” She has influenced progressive change for companies like Zix Corporation (NASDAQ: ZIXI), KForce.com,

ate sector organizations. She has recently joined Dibon Technologies as the Vice President of their Business Solutions group where she plans to lead Dibon into providing world-class “cloud”

Baylor University, a Masters degree in Human Relations--Organizational Behavior from the University of Oklahoma. She achieved her PMP in 1999, received the Kerzner International PM of the Year Award in 2007 for her work with the

is an author, keynote speaker, educator, consultant, and coach. His mission is to “Get derived from his book OPPORTUNITY unstuck! Tom trained over 175

executives in project management with the Panama Canal Authority. Tom’s work focuses on improving project performance through better leadership in , multigenerational, and virtual teams and better use of project management mechanics. Tom is a member of the National Speakers

Riddle Aeronautical University.

Cindy Vandersleen has over 30 years experience as an executive IT leader and certified project management professional. She vider, and has achieved success with

many high profile global enterprise implementations. In her current venture, Cindy serves as Managing Consultant for The Project Coach, an independent and efficient project and process practices, tailored to their cultural, organizational,

and financial environments. Cindy holds a B.S. in Mathematics from Texas Christian University. She is a certified PMP and scrum master, and also Media for the Fort Worth Chapter, PMI. In addition to teaching and publishing blog articles on project management, she has been

tfolio Management consultant. She has extensive experience in wide technical and strategic projects in diverse industries including Telecommunications, Healthcare, Finance and Consulting.

borative offshore projects in a matrix environment. As a Project Management consultant at AT&T, she is

Eric Rozemeijer is senior consultant and partner at Quint Wellington Redwood. For the last 10 years Eric has been involved in He is certified ITIL Service Manager (2001),

(2011). Eric is one of the leading architects behind the IPW™ process model and has been publishing several articles and books on IT Service Management, compliance and outsourcing.

a 43 year veteran of the IT Management and Project is currently a guest lecturer at University

of northern Texas and Northwood University in Dallas in Project Management and Emotional Intelligence. Gary speaks several times a year on EI to local companies and PM Symposiums in the Dallas area. He has taught computer science at the Masters level at the Advanced Management Institute in Lake

l Intelligence, PMO development and Risk Management. Gary

and is also an associate of Unstuck Company. Her main focus area is Software Quality Assurance, Test Management and Agile Scrum. She is an expert at Process Definition and

ware Configuration Management. Yvonne’s experience includes working with companies with various industry frameworks and standards including Agile, CMMI, ISO, FDA, FAA, DoD, PCI, and SOX. Yvonne’s

h Agile training and transformations. She holds ASQ CSQE and Scrum Alliance CSM and

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