2012

gregg richieElectrical Theory PM - Turning a Negative into a Positive

What does electrical theory have to do with Project Management? As PMs we are faced with negatives daily. How we cope with them usually has an effect on the result or the aftermath. In this lively presentation, you will be exposed to a system of dealing with negatives, broken down into an easy system of three categories. Learn to avoid the common pitfalls that promote negativity. Take action to defeat negativity on your projects by employing easy-to-remember philosophies. Come and enjoy finding out how to turn negatives into positives.

Gregg Richie, PMP, CNP, MCTS, is a Senior Project Manager at Key Consulting, Inc., based in Tucson, AZ, which provides consulting and training in project management techniques, including advanced usage of Microsoft Project. He also teaches project planning at the University of Washington and other topics at colleges in Western Washington on a part‐time basis. With over 32 years of experience in the field of Project Management, he has worked on projects on almost every continent. He began instructing in 1983, has taught more than 5000 people, in classroom environments, publicly spoken to groups of 1000 or more and developed many training courses. His education includes two technical degrees; one in computer programming and one in civil engineering & architectural drafting; he also holds a Bachelor of Science from Southern Illinois University in Workforce Education and Development; and a Master’s Certificate from Villanova University in Applied Project Management.

PDU Category A, Component ID C331 (1 PDU)   pdf How to Register PDU's (538 KB)

coming soon

linea laird

Alaskan Way Viaduct Replacement Program

Work is going full speed to replace the Alaskan Way Viaduct along Seattle’s waterfront. The Washington State Department of Transportation (WSDOT) demolished the viaduct’s south end – almost half of the structure – last year, and completed two new side-by-side bridges in its place. Crews have also begun work on the SR 99 tunnel – the world’s largest diameter bored tunnel. Linea Laird, Alaskan Way Viaduct Replacement Program Administrator, will discuss the technical aspects of this massive project, management strategies and coordination with other agencies and stakeholders.

Linea Laird is the Program Administrator for the Alaskan Way Viaduct (AWV) Replacement Program. She oversees all aspects of the Program as well as the SR 99 Tunnel Project, including procurement strategies, contract delivery, and coordination and communication with key stakeholders. She is also responsible for developing direction and coordinating policy issues at a project level and interacting on policy issues at a statewide level.

Linea has worked for WSDOT for 30 years. Prior to her role on the AWV Program, Linea was the State Construction Engineer, where she was responsible for overseeing the day-to-day operations as well as the strategic direction, leadership, and policy for the WSDOT State Construction Program. Linea served as a co-lead for the work zone safety taskforce and was active at the national level with the Transportation Research Board Committees, the American Association of State Highway and Transportation Officials Subcommittee on Construction, and the National Cooperative Highway Research Program studies.

For eight years, Linea was WSDOT Project Manager for the Tacoma Narrows Bridge Project. As Project Manager, she was responsible for overseeing all aspects of the project. Prior to her time with the Tacoma Narrows Bridge Project, she also served as State Maintenance Engineer and as Olympic Region Program Manager.

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PDU Category A, Component ID C331, (1 PDU)   pdf How to Register PDU's (538 KB)

ken whitaker

7 Deadly Habits of Ineffective Software Managers

Presented as a series of case studies, these all-too-real situations can be difficult to know how to prevent and handle. Whether you are an experienced manager or just starting out in management, you'll take away valuable tips and techniques for avoiding software management deadly habits.

  • Habit 1: Releasing a Product Before It is Ready
  • Habit 2: Hiring Someone Who is Not Quite Qualified (but Who Everyone Likes)
  • Habit 3: Making Every Decision a Consensus Decision
  • Habit 4: Promising Developers Incentives
  • Habit 5: Delegating Absolute Control to a Project Manager
  • Habit 6: Taking Too Long to Negotiate Feature Sets and Schedules
  • Habit 7: Ignoring a Process in Order to Release Quickly

Each attendee will receive a full-color 7 deadly habits comic book and at the end of the presentation, one lucky winner gets Ken's "Managing Software Maniacs" book.

Ken Whitaker, of Leading Software Maniacs® (LSM), has more than twenty-five years of software development executive leadership and training experience in a variety of technology roles and industries. He has led commercial software teams at Software Publishing (remember Harvard Graphics?), Data General ("Soul of a New Machine" days), embedded systems software companies, and enterprise software suppliers. LSM creates in-depth eLearning courses with PM University and tutorial videos with PM Chalkboard. 

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 PDU Category A, Component ID C331 (1 PDU)   pdf How to Register PDU's (538 KB)

shelley gaddie

Project Integration

Bringing “Not My Project, Not My Problem” Project Managers on Board

 

Many organizations experience challenges with project integration.  Although having a laser focus on successfully delivering individual projects is important, this has led to siloed project management thinking that has hindered organization wide project success.  This presentation will offer insight into the pitfalls of siloed project management thinking and provide approaches to broadening your perspective of, visibility to and collaboration with these factors, resulting in projects that are viewed as successful across the enterprise.

Shelley Gaddie has been an active PMI member, presenter, author and volunteer since 1997 and has served in many regional, national, and global PMI roles.  Her roles span from a focus on PMI’s Standards, Research, and Educational Foundation to President of the Puget Sound Chapter to advising PMI Global’s Executive Leadership Team.  Shelley leverages her 25-year career focused on challenging leadership and initiative assignments with multinational organizations as the backdrop to her personal business philosophy to seek balanced, practical solutions to complex business problems.  This philosophy led her to found ProjectCorps, a strategic consulting and professional services organization providing services at the intersection of business and IT across most industries and with very seasoned professionals.  Drawing on deep industry knowledge and significant expertise in advanced technologies, ProjectCorps’ senior-level professionals help our clients address the complex, transformational issues affecting organizations today.

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PDU Category A, Component ID C331, September 18, 2012 (1 PDU)    pdf (538 KB) How to Register PDU's 

neuroscienceNeuroscience  and the Modern Project Manager

How  what you don’t know about neuroscience impacts every decision

Thirty years of contemporary neuroscience has revealed numerous insights about how the human brain is structured and functions, while dispelling a wide range of misguided beliefs and myths. These discoveries directly impact how project managers can approach decision making to improve project performance and measurement. During this lively presentation, you will go on an exciting tour through the aspects that directly impact your effectiveness as a project manager and leader. Divided into four sections, the program includes:

  • The top seven brain misunderstandings you can correct today
  • “The Battle for Effective Decision Making” or “How Evolution and Contemporary Needs Clash”
  • The seven most critical mental shortcuts your brain takes and why and how you can stop it
  • Tools and techniques to use to improve decision making and increase teamwork

Drawing on the best from neuroscience literature and research and applying it directly to the discipline of project management and team leadership, you’ll gain a deeper appreciation for many aspects of the PM BOK and human nature. The talk covers how we essentially have two brains involved in decision making (the limbic system and the prefrontal cortex, and how they are constantly at odds with each other. Don’t worry, we also cover how to harness the each system’s strengths to create a super-powered decision making machine.

Jack Tollefson, founder of TeamStronger, has had a diverse career that has included extensive work in research, analysis, marketing, product development, software development, training and adult learning curriculum development, project management, and corporate administration. He holds a BA in Philosophy with an emphasis on knowledge theory, decision and game theory, and logic. He has founded three training and publishing companies, including what is now appdev.com. His clients include most Fortune 500 companies, thousands of mid to small sized companies, and several federal, state, and local government agencies, including California, Oregon, Utah, Idaho, Alaska, and Washington.

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PDU Category A, Component ID C331, June 19, 2012 (1 PDU)   pdf How to Register PDU's (538 KB)

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