(in alphabetical order)
PE, PMP, Director of Technology Group, Partner, Business Management Consultants
Workshop: Why are projects still failing? Were they troubled first?
Project failure can happen to anybody and to any project. Project failure occurs for a number of reasons. Sometimes it’s out of your control. Maybe changes of requirements caused your team to miss a series of deadlines. Maybe you lost a key member of your project team, or were given unrealistic deadlines and budgets. Sometimes failure is in your control. You underestimated the time a project would take. You didn’t take steps to ensure quality, or do a risk analysis. Regardless of the causes, failed projects waste billions of dollars (and hours) each year. But, what about the period of time just before a project is considered a failure? Projects don’t go from on schedule to fail overnight. They first become troubled. And the “troubled” period, however distressing, is an opportunity to turn things around and make the project a success. What do we do when we recognize a troubled project? What is the formula for Success?
In this workshop you will learn the major activities and actions necessary for turning a failing project into a success. You will discover why projects fail and how important organizational support and the “soft skills” are to recovery. The techniques presented are very similar to taking the time to plan the project correctly in the first place: (1) developing an assessment and recovery charter, (2) planning the assessment and recover, (3) executing the plans, (4) monitoring and controlling the transition to stabilize, and (5) avoiding reoccurrence.
IPMA-D Certified, General Director, Development Agency of Karditsa (ANKA)
The project management approach in a Development Agency. A case study
From a management point of view, a Development Agency is an organization that implements a portfolio of projects for the benefit of Local Authorities and local society. The variety, size and volume of the projects that could be implemented by the Development Agency (and consequently the added value to the local society) depends on the quality level of project management process. The presentation will discuss crucial factors in project management performance and case studies showing the techniques used in implementing project management by the Development Agency of Karditsa. In detail, the presentation will include: a) The integration of project management as a system and as a management approach throughout the organization and within the Quality Management System (ISO 9001), b) The establishment of a knowledge and experience-based handling system, c) Sharing and disseminating the organization's knowledge among project teams, d) The selection, use and continuous improvement of an appropriate software supporting people in their every day work, e) The access rights allocation among Departments, Administrative staff, Project Managers and team members.
PMP, MAPM, P2 Practitioner, VP of Consulting, Business Management Consultants (Chairman of the Event)
European Commission - DIGIT, e-Commission, Interoperability, Architecture and Methods
Practical experience in implementing project management and setting up a common project management methodology for all e-Commission IT projects
The e-Commission initiative attempts to leverage ICT to transform the European Commission to an e-administration capable of delivering high-quality, transparent, secure and accessible public services. These services are created through projects that may entail considerable business and IT endeavors. Successful delivery in these projects necessitates a number of elements in the form of organization structures, processes and policies that must be put into place and applied in the development and operation of ICT systems and services. These elements are orchestrated through the following main factors: people, organization support and principles and methods. We discuss the project and experience in setting up a common project management methodology and support for all IT projects. This is a multiyear activity delivering results through a phased approach. The phased approach takes into account the varying levels of needs of a decentralized organization structure, the different maturity levels in project management practices and the necessary level of governance and sponsorship to accommodate for these changes. A number of different models have been employed for the methodology, from a hierarchical top-down model in the beginning to collaborative and community ways in the latter phases. Our experience and feedback on methodology success and take-up indicate that there is a certain balance to be reached between the level of control and level of adaptability in the methodology. Furthermore, our experience shows that factoring the people in the project is a key element for success.
PMP, HR HR Director, Energy Automation Solutions, Cooper Power System
Engaging and Motivating Project Team members in times of global economic crisis
Every organization, in every sector of the global economy, is affected by the current adverse economic conditions. Project team members have to face personal insecurity, uncertainty about their careers, salary freezes, and the knowledge that colleagues and friends are losing their job. How does the Project Manager handle such an environment? How does the project manager maintain a climate that is conducive to productive project performance, continued creativity and dedication to project goals? Project team leaders have the responsibility to guide and ensure project success; that has not changed. But the overall context in which work is accomplished has changed significantly from that of growth to one of contraction, unease, and, in many places- real chaos. The presentation will reveal specific and practical actions that project leaders should be taking to harness the potential, engage the energies and focus project team member performance. This powerful set of insights and ideas for action is a must for leaders who face the challenges the next few years will bring! Bob has just spent over a year on a sabbatical working as an executive in a high technology business and his perspectives will be tempered with reality and first-hand experience operating within a leading global corporation.
Deputy of the Advanced Projects Office, NASA/Johnson Space Center (JSC)
Benchmark of Strategic Portfolio Execution: Inferences for PM offices
A benchmark was conducted in 2007 by the Advanced Planning office at the NASA/Johnson Space Center focusing on how companies move from Strategy planning to Strategy execution. The results of the study identified a number of key learnings that are relevant to Project Management Offices (PMOs). As PMOs are established and looked upon to enable the portfolio execution of an organization they would benefit greatly from the experiences captured from an organization's Strategy offices. The benchmark findings offer insights into topics ranging from the "Strategy Execution Spectrum" to a Centralized versus Distributed project management office. Among the most intriguing perspectives shared during the interviews was the statement, "Strategy is Social." This simple statement has far-reaching implications for organizations that are considering creating a Project Management Office in their companies.
Head of Unit Reitox & International Cooperation, European Monitoring Centre for Drugs & Drug Addiction (EMCDDA)
Building and maintaining a European network of excellence: combining project and network management
Since 1995 Reitox network expanded from 15 to 30 and soon 35 participating countries. In the meantime the requirements for national reporting have significantly increased.To meet the double challenge of expanding the network and deepening the cooperation, it was necessary to strengthen the partnerships, to improve the quality of the work, and to prepare new countries for their participation. For that purpose the business processes were improved, combining a more participative and collaborative approach, sound and more transparent financial management, and strengthening the network by involving its members in technical assistance to new countries. A new strategic analysis feeds the reflection towards a new and shared vision for the network.
Project Manager, BOT Department, J&P Avax SA
Why we need a Greek project management baseline
The local contextual and legal framework is crucial to the success of a project, and this is why a project management certification system should be based on it. This is why IPMA validates National Baselines for every national member and country. PM-Greece has undertaken the responsibility of developing a Greek project management baseline, via a Scheme Committee of which Mr. Issaias serves as president. The PM-Greece baseline is now ready for consideration, after being adjusted in light of Greek Law and standards, in order to be able to certify Greek project managers at the same level of expertise with foreign certified project managers.
MBA, PMP, IPMA‐D, OPM3, Adjunct Professor, Hellenic American University, Project Management & Strategy Consultant, OPM-CG
Moving towards Agile Project & Portfolio Management
Over the last 30 years, many organizations of varied sizes and in different business areas have embraced and implemented project management methodologies with a high degree of success. The efficiencies and benefits achieved have allowed executives to support further investments in developing organization-wide project management competencies and increasing organizational project management maturity. However, traditional project & portfolio management approaches show many weaknesses when practiced in multi-project environments where uncertainty and complexity are high and schedule and requirements flexibility is necessary. Agile project & portfolio management frameworks are flexible and can be adapted to the particular organizational environment within which projects, programs and portfolios are managed. The agile approach embraces change and provides mechanisms which allow project teams to better deal with uncertainty, and help senior managers implement portfolio adjustments more quickly and more frequently.
Co-ordinator, Expert Team for European Social Fund Projects, Management Organisation Unit of Development Programmes
Management Organization Unit - a successful experiment within public administration
During the National Strategic Reference Framework (NSRF) programming period 2007 – 2013 (NSRF), ministries, regions and other public implementing bodies in Greece are beneficiaries for the development of programs, amounting to €40 billion. The respective administrative environment is characterized by high requirements relating to project management skills, lack of specialized staff, technology gaps, bureaucratic procedures and inflexibilities. The presentation will highlight how MOU responds to these weaknesses. In particular, the issues raised will concern the provision of advisory services, the managerial support and capacity building, the design and development of tools, the methodologies and know-how relating to management of projects. The implementation of transparent and reliable recruiting procedures, effective personnel management and state-of-the-art IT infrastructure and networking are additional success factors and will be brought up as well. Other main issues to be presented are the consulting role of MOU for the support of public administrative bodies responsible for the implementation of the NSRF and the transfer of know-how to new or perspective Member States.
B.E., MBA, PMP, CEO and Managing Director of Europe and Africa Senior Partner, Business Management Consultants
Bridging the gap between portfolio design and implementation: an innovative model for delivering an organization’s strategic goals
Achieving more, optimizing resources, improving efficiency at all levels, pre-empting the competition are issues that senior management deal with to stay ahead in the markets that they serve. These issues are dealt with through strategic planning, goal setting, organization restructuring and mergers & acquisitions to name a few. Setting new strategic goals means shuffling project portfolios. Nevertheless, when done with portfolio selection, relatively little attention is paid to the processes and the organizational performance capabilities needed to achieve these goals. It is expected that senior managers take whatever action needed to overcome their challenges. This frequently results in poor coupling between portfolio design and implementation. This presentation will provide a workable framework for implementing an organization’s strategic goals through operations, portfolio of projects and programs and will link each stage to the competencies needed for the successful implementation of the framework.
Dip NMC, MAC, Managing Director, The Director's Coach
The art and science of team coaching – Can 1+1 really make 3?
The development of high performing teams is an essential differentiator for any organization in globally competitive markets. Each team is different and even for an established team, the coontext will differ for each project. We find that people pull in opposing directions, there are unresolved relationship issues, often there is little or no clear direction or vision, conflict and lack of trust are present. For a team to be truly effective we need to gather data bout the individuals and the project itself. There are culture and team formation/group dynamics to monitor. We must be clear about our own role, which will vary from project to project. Is it worth it? The venefits offered can be considerable: increased focus towards team and outcome success, improved quality, greater productivity and increased team harmony. David will explain why agreement with the sponsor on a range of factors is crucial, what data is needed and how the coach might leverage the cultural differences. He will also elaborate on the importance of using a broad range of models in your coaching to inform your work. He will also explain how understanding and facilitating different team stages significantly affects outcomes
Workshop: Practical tips for coaching team members. See more details here
MSc, Technical Director of Greek National Network SYZEFXIS, s-TESTA Coordinator for Greece, Information Society SA
The SYZEFXIS Project – best practice for both human and telecom networking
The Greek National Network SYZEFXIS is not only a modern multiservice IP network connecting 4300 agencies of Greek Public Administration but is also a human network of civil servants. So, emphasis is given to both views regarding "the technical network" and the "human network". The network itself is a best practice "triple play" project in Europe (and beyond). But the story began when a human network of network coordinators all over Greece was established. A lot of effort is given to both views in order to keep not only a high level of Service Level Agreements (SLA) for our agencies but also a fully collaborative and highly qualified coordinators' network. Both are success stories - both help the future of the project.
MD, Head of Clinical Trials Department, Medical and Marketing Affairs, PLIVA Croatia Ltd., A member of TEVA Group
Clinical Project Management in Pharmaceutical Industry: How to cope with changing environment
The pharmaceutical industry is facing major changes in recent years both within the industry and in its external environment. The challenges of new drug discovery with 1:6000 success rate, fast changing regulatory requirements and mergers within the industry have led to an increased need for restructuring, cost reduction, speeding up of processes and resource optimization. To succeed, companies have resorted to innovative approaches to development, increased utilization of information technology and the development of project management competencies in their organizations. Never the less the challenges still abound. The best pharma companies, those who have implemented the highest standards in project management excellence, are not always able to predict either the dynamics in changing regulatory requirements or unexpected events such as adverse drug reactions, that can lead to significant delays in drug development process, or even more dramatic outcomes that lead to huge losses of money, or, even worse, the loss of human life. This presentation will demonstrate through cases how project management has helped in clinical trial projects and where its absence has led to risky situations for pharma companies.
Ph.D., Associate Professor National Technical University of Athens, Director Centre for Construction Innovation, President PM-Greece
Behavioral & Contextual factors: From managerial capability according to ELOT 1429 to project management effectiveness
ELOT 1429 is a Greek standard prescribing processes to be followed by organizations managing projects of public interest. Although it is expected to raise organizational maturity, its sole application may prove inadequate to ensure effective project delivery. ELOT 1429 is in reality a quality system; the results of established ISO 9000 systems in project management organizations are generally inferior to those expected. As such, an alternative approach aiming at ensuring project management effectiveness is proposed herein; that of developing in parallel personnel competencies in project management with emphasis on behavioral (leadership, results orientation, enthusiasm, etc.) and contextual (project and business orientation, etc.) ones. It is argued that only with proficient personnel will the application of managerial project management processes maximize results. The appropriate personnel framework is already available in Greece since 2008 and around 150 professionals have already been certified so far. Additional effort coordinated by the Centre for Construction Innovation, NTUA, is already underway to fully align the system with the specific Greek requirements and realities. A case study from an NTUA cross-departmental project undertaken for the Prefecture of Athens will also be discussed to exemplify the concepts. The main conclusion is that behavioral and contextual factors should be considered impartial for project management effectiveness and specific actions should be undertaken for their development according to established international standards.
Consultant, Professor (Belgium)
Managing remote and multicultural teams
Remote teams working across different countries, time zones and cultures are becoming the norm in many organizations. More and more managers and some, if not all, team members are based in different locations -- sometimes only a short distance away, sometimes in different time zones, and often in far away exotic markets and continents. The trend of remote / virtual teams is likely to increase as technology makes it easier to do work from any location, as the demand grows for knowledge workers -- wherever they can be found, and as business pressures to maintain low cost, lean and mean teams, increases. Managing teams who are closely in touch with each other can often be challenging. Managing teams of people who work remotely from each other can be even more and differently complicated. A globally distributed workforce requires different management techniques and skills to keep motivated, productive, on track, and trained. Although many management techniques and skills are similar to those used in managing a co-based workforce, there are additional techniques a manager needs, in order to be successful in this new environment of distance and remoteness. Such techniques include the appropriate selection of “right” members that will develop into effective remote teams, preparation and training, empowerment to meet new responsive norms and standards, building trust and inter- dependence, optimizing technology, resolving new kind of conflicts, multicultural understanding, and change management.
Project Manager for Sales & Operations Planning Projects, ELVAL SA
Implementation of a new Production Planning System with substantial business process re-engineering challenges
The purpose of this session will be to share experiences gained via the successful implementation of a Program of Projects implementing a new Production Planning system at ELVAL S.A. (Hellenic Aluminium Industry), a member of the Viohalco Group of Companies. The Projects, implemented by a cross-departmental team and a number of contractors in four countries, had an Information Technology Foundation but also a strong Business Process Re-Engineering Challenge. Τhis presentation will outline Production Planning before and after re-engineering the system, and the implementation process of the Project with the best preconditions to succeed. It will include the Project Life Cycle methodology, the project management tools used, the critical factors that ensured success and the main problems addressed and lessons learned.