PMI Global Conference 2019

Description:
The University of Rochester Medical Center has been on a journey for the last year to embrace an agile portfolio management approach. This session will equip you with ideas and tools on how to establish portfolio governance and drive stakeholder engagement, and to support continuous project ideation, idea scoping and resource capacity management. The tools introduced can be adapted for use within any organization that needs to consider flexible approaches to organizational agility.**An encore of this presentation is available on Sunday 6 October at 4:45 p.m.. (Session #444).

Learning Objectives:
At the conclusion of this session, participants will be able to:(1) describe techniques to establishing flexible portfolio governance within organizations;(2) apply tools to support a portfolio management process that allows for organizational agility.

Description:
This session proposes the Triple-Quotients (TQ) Model of Project Leadership as the "soft skills" harbinger of project success to work in concert with the well-known "hard skills" of the Triple-Constraints (TC) Model. The TQ Model comprises Intellectual Quotient (IQ – Logos); Emotional Quotient (EQ – Pathos); and Adaptability Quotient (AQ – Ethos). It is emphasized that both the TC and TQ, as triangulated models of hard and soft skills respectively, must be inextricably intertwined with each other for overall project success.

Learning Objectives:
At the conclusion of this session, participants will be able to: (1) describe how to synthesize and integrate the parallel components of the TQ Model of Project Leadership;(2) demonstrate how the TQ Model, in concert with the TC Model, contributes strongly toward highly successful project outcomes.

Description:
Gain powerful business insights from three customers driving work management solutions. They will discuss how they are using Project and other tools in the Microsoft Cloud to align decision making and drive excellence across their organizations.

Learning Objectives:
At the conclusion of this session, participants will be able to:(1) discuss powerful business insights shared by Microsoft customers;(2) describe how these customers are implementing Microsoft tools to drive excellence across their organizations.

Description:
PMI volunteers, regardless of where they are in their career journey, place high value on their PMI involvement, often noting that they have "gotten more out of PMI than they have put in." The value they receive from volunteering comes in the form of expanded networks, career opportunities, mentoring relationships and skill development, in addition to simply giving back to their communities and the project management profession. Find out what can happen when you get involved with PMI.

Learning Objectives:
At the conclusion of this session, participants will be able to:(1) list the ways to get involved with volunteering for PMI;(2) describe the personal benefits of volunteering for PMI.

Description:
Roadmapping is a strategic process for developing plans to transition an organization to a future state, which has been identified through various methods that form part of the organizational strategy development process. In this session, the manner in which roadmaps can help organizations translate high-level business strategies into portfolios and projects and link external customer strategies with internal portfolio and project planning will be presented.

Learning Objectives:
At the conclusion of this session, participants will be able to:(1) describe how to use roadmapping as a powerful communication tool for facilitating strategic alignment and collaboration to enable delivery of strategy and innovation through actionable programs and projects;(2) identify the different types of roadmaps for various scenarios and use the relevant type of roadmap effectively in managing products and projects.

Description:
The median job tenure in the US private sector is 3.8 years; there are some extremes like 1.1 years at Google, 1 year at Amazon, or 2.2 years at Visa. Taking the median for the private sector we can calculate that a seven-person team has an 80% chance of someone leaving every year. Changes to the team are not considered a risk but a fact. This also means that attrition should be planned upfront and managed proactively instead of waiting for the risk to occur. This session will provide tools to proactively manage this inevitable risk for your project.

Learning Objectives:
At the conclusion of this session, participants will be able to: (1) evaluate and justify efforts required for competence management in long-term projects;(2) explain how to plan and perform proactive measures to retain both team members and their skills.