Abstracts

(in alphabetical order) 
 

Timothy Bult

Project Manager, MacDonald Dettwiller and Associates

Managing a high-technology procurement across 4+ countries - a case study

The international effort in Afghanistan has led to thousands of complex and interesting projects. One of these has been MDA’s deployment of Unmanned Air Vehicles (UAVs) providing surveillance services to the International Security Assistance Force (ISAF) nations. This talk will go over challenges involved in a project based in one country (Canada), with military customers from other countries (e.g. Australia), subcontractors from a third (Israel), for challenging deployment in a fourth (Afghanistan). The presentation focuses on classic project management techniques successfully used to address these difficulties, from culture clashes between countries, deployment deadlines five months from contract award with large penalties for lateness, unforeseen events destroying baseline training plans, to difficult personalities stalling progress. Specific examples will be described for each “Challenge” and “Successful Technique”, after an overview of the project – which is currently operational and saving lives daily. This presentation will highlight a list of subcontract management techniques that have been effective on an international project, and will discuss principles of cross-functional management of complex projects. It will also provide ground for discussion on how civilian contractors can deliver valuable services to governments in other countries. 

Thanos Falagas

Director of Product Development & Marketing for Enterprise and Business Customers, OTE

Creating efficiently the new digital era: a telecom operator case study

We are living in an era of change towards a new world digital economy. New business models are being created and we are witnessing a transformation in our way of working, living, even the way we are building relationships with others. A telecom operator is actually a leading enabler and a catalyst factor in this change process. All this transformation to the new digital ecosystem, is a journey made up of strategic targets and projects. OTE, as a leading telecom operator in fixed, mobile telecoms and ICT, in Greece and southeastern Europe, is in front of and a key enabler in this transformation. The scope of the specific presentation is to share some overall experience, focusing on the business and enterprise landscape, and describing the challenging environment, changing conditions and effort towards successful projects implementation.

Dr. Triant Flouris

Dean of Academic Affairs, Hellenic American University Inc.

Sustainability risk in project strategy and management

The main focus of this presentation is the holistic integration of sustainability risk into project management via an approach based on enterprise risk management. Sustainability is a key business strategy with both short-term and long-term benefits for management. Sustainability should be considered a fundamental part of the overall risk management concept. This presentation will discuss the important role of sustainability practices in management and strategy. The presentation looks at implementation of this modeling in the airport business. Current practices are analyzed according to sustainability criteria based on economic, social and environmental impacts. This presentation is addressed to project managers who deal with risk assessment and organizational management within projects.
  

Konstantinos Liakeas

Chief Information Officer, Eurolife

Integrating project collaboration tools into a traditionally managed business environment

There are cases where financial organizations grow in size and the evolution of their operating model follows. Often in these cases projects are managed traditionally and are all considered IT projects. The lack of project management discipline tends to push the project management function to the team that delivers the tangible part of the financial service, the GUI, the workflow, the printouts, and the statistics. Introduction of formal Project Management practice in these environments is bound to fail as it does not tackle the root of the problem: lack of PM practice knowledge and culture from the business as well as from the IT side. In order to prepare an organization to accept the Project Management function one can use modeling to introduce a lightweight PM approach. Modeling with familiar tools lessens the intimidation caused when introducing new concepts simultaneously with new working environments and allows managers to gradually focus on concepts that they actually need to deal with instead of an upfront presentation of an incomprehensible multitude of options. This presentation will help you understand the limitations of PM practice application in ad hoc managed environments. It will showcase an example of a project management infrastructure architecture and implementation approach through a case study from a financial institution. This presentation is targeted mainly to business managers and IT project managers that need to introduce project management techniques in environments where IT projects are managed ad hoc.

Peter Monkhouse

PMP, Director, Vice Chair, 2011 Board of Directors, Project Management Institute

Achieving business results with project management

Decades long trends demand more agility from organizations. An increasing share of organizational resources is devoted to project to meet the five frequent business challenges: 1) the need to balance resources and schedules, 2) the need to respond with agility to changing markets, competition, and technology, 3) the need for shared understanding in distributed/virtual project teams spanning borders, time zones, and cultures, 4) demands for corporate accountability, transparency and social responsibility, and 5) the need to align projects and programs with strategy (you may be doing projects right, but are they the right projects?). The presentation will demonstrate why project management is crucial to addressing these challenges and how it is indispensable for business results today and will be indispensable for business survival tomorrow.


Marcus Possi

Director of Ecthos CD-Brazil and Spider Team Office Rio De Janeiro

Looking for a miracle: select the right tool for the right job

Working with different limitations and constraints often leads Project Managers to look for a miracle instead of a solution. The majority of these miracles are accompanied by tools and newborn techniques that have not really been tested or approved. These miracles become more and more dramatic if we consider managing with a few or limited resources, which is the most common situation in everyday life. This presentation will show you two examples of large Project Management applications and will show you how miracles are dispensable if the leader knows the basic techniques and is able to deal with the different tools and their limits. The first case is the improvement of the work time we had available to fix four big warehouses at "Cidade do Samba" (Samba City) in Rio De Janeiro, while facing other competitors in the quest and simultaneously reducing idle time. The second case is a bridge in Venezuela over the Orinoco River. Limited multiple costs and resources, limited budget/staff/machines, and equipment forced the planning team to change the application tool to help their work and facilitate administration's decisions. Through these two examples the presentation will show how to support a decision between "the most usual application" and the correct one and it will analyze new tools and new ways of dealing with contracts.

Michael Thirkettle

Chief Executive Office, McBains Cooper-UK

How project management saved a major regeneration project during recession in the UK

The Elephant & Castle regeneration scheme is one of the most significant in Europe, which will include 5,000 new and replacement homes, up to 450,000 square feet of retail space and an integrated public transport hub. The whole scheme was recognised by the Climate Positive Development Program, a Clinton Climate Initiative (CCI), as one of the 16 projects that demonstrate cities can grow in ways that are 'climate positive' (18 May 2009). This was one of the first developments to have survived the challenging financial times and still remains the catalyst for the Elephant & Castle Regeneration programme. McBains Cooper has been involved as the Project Management team in the Elephant Road scheme since its inception in 2005. It remains the pivotal development within the Elephant & Castle Regeneration programme, which includes circa 400 new homes, circa 250 units of student accommodation, multi-screen cinema and retail space, all housed within 3 towers and a podium.  Michael Thirkettle will present how McBains Cooper was able to nurse the project through the recession using an inter-discipline project management approach to maintain the momentum of keeping the project alive, requiring a team with the Right People having the Right Skills doing the Right Job. He will further set out how the Project Management role had to go beyond the normal perception of procedures, processes and people management, adapting to the project requirements and financial circumstances and how the scope of project management in the UK has and will continue to expand and adapt to meet the challenges of the post recession demands on the life cycle of developments.

This presentation is targeted to authorities and developers involved in major schemes and regeneration initiatives, developers and funders with projects subject to delay/aborted or similar through funding and cost implications, senior management in operational delivery of large missed use schemes, as well as project leaders regardless of disciplines. The audience will benefit from this presentation by appreciating the role of project management in financial and political aspects to maintain project momentum in recessionary periods, by changing the focus from single role/discipline led project management to “interdisciplinary” model – collecting excellence, and understanding the benefits derived from behavioural/culture led project management with the authority/Developer (client)/Contractor/Professional team.
 

Spiros Vamvakas

Engineering Manager, Coca-Cola Hellenic Bottling Company

Energy saving initiative in a major CCHBC plan 

In order to reduce operating cost and minimize its environmental impact, Coca-Cola Hellenic has developed the “Energy saving catalogue”. It is a tool based on the results of energy saving audits carried out at various plants, but applicable to all CCH production facilities. It includes actions with zero or very low cost, but also large scale projects requiring high capital investment. The tool was centrally developed, but applied locally in all facilities by manufacturing and maintenance personnel. The tool was successfully used in the largest CCH plant in Greece, located in Schimatari. Actions with short payback period were selected, in order to invest available funds in the most effective way. Natural gas consumption dropped by 30% within a year of the implementation of the selected actions.

Tony Van Krieken

Community Manager, PMI's International Development Community of Practice, Project Manager, City of Ontario

Better implemented projects for local sustainability

PMI's International Development Community of Practice is putting in place project management best practices reaching out to the green fields of Africa and the Caribbean. The presentation will focus on the relevance of project management best practices to providing solutions to the problems created by years of neglect in international development and sustainability. The presentation addresses sustainability and equity issues affecting the two thirds of the human population. It will show project management best practices implemented in sustainability projects in solar and wind power. It will also discuss issues of human resources, policy, institution and infrastructural capacity that arise within these projects. Finally, the presentation will showcase platforms which reinforce the collaboration of government policy makers. This presentation is addressed to government policy makers, entrepreneurs delivering new energy sources to revitalize country economics, and sustainability experts.

Dimitris Vassilopoulos

PMP, Sales &  Business Development Director, Government Solutions Division, Intracom IT Services

Managing company's international business development initiative as an internal project

Having received clear signals of an impending downturn in sales, the Intracom Group has stated that the only avenue for future company growth is to “Go to international market”. At the same time the Intracom Group has imposed an autonomous development plan for each subsidiary (Telecom, IT, Electronic/Defense activities) that seeks to build autonomous sales channels and partnerships. The plans are based on the fact that the international IT market has always been looking for experienced implementers that deliver projects, based on test and replicable and thus less risky solutions. The presentation will outline the internal project entitled International Business Development initiative, a real-life example incorporating change of company strategy and will examine how this initiative becomes commercially applicable, affecting internal processes, organizational models and appraisal schemes. The core objective of this project was to build up a sustainable business development model that would facilitate company’s development vision for the next years and enable the company to become a significant regional player by focusing and streamlining its financial and human resources into single vision. The presentation will discuss why continuous change management seemed to be the most valuable weapon against aggressive competition and market crisis. It will show how an inter-corporate project based on PMI principles may provide significant value to the new Vision, how business development (sales) activity may equally benefit from Project Management principles and why in a changing world everything can be considered as a project.

Ed Yourdon

IT Project Manager,  Nodruoy Inc.

Extreme projects in today's hard times

High-pressure, high-risk, crisis-oriented projects characterized by long periods of extreme overtime are likely to be exacerbated by the difficult economic times that we are currently facing. The most common aspects of such recession-oriented projects are familiar to us all: a constant pressure to reduce costs, cut budgets, postpone or eliminate capital investments in new technology, along with layoffs, reductions in administrative support, smaller teams, and more “fragmented” teams, with people juggling multiple projects. Some of the «normal» strategies for dealing with extreme projects — such as better negotiating techniques, or better estimating techniques — are unlikely to improve the situation significantly when the economy is bad. And some familiar strategies, such as «peopleware» approaches, need to be adjusted for the reality that there is less money for bonuses, and less interest from senior management to focus on improving the morale of their personnel. But some strategies, such as agile development methods, become even more important in bad times. Yourdon will summarize these strategies, and offer predictions for the future.
 

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Hellenic American Union

 

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