todd williamsBack From RED!


 Todd Williams

Estimates for the annual cost of project failure are as high as two trillion dollars a year. The rates for projects being at risk are in the 60-70% range, and a quarter of all project's problems are so bad they are simply canceled prior completion. Before they can succeed at reducing the failure rate, organizations must understand what it is that makes their projects fail. Reasons range from methodology to human failure to poorly understood concepts to scope creep. Analyzing projects as systems uncovers all the factors that can contribute to failure. This presentation describes the key elements in recovering Red Projects from a system approach.

The four-step process to recover a project:

  • Audit: The unbiased acquisition of data about the organization, customer, people and the project.
  • Analysis: Analyzing the data to determine root cases of problems and developing a recovery plan and corrective actions.
  • Negotiation: Arriving at an acceptable solution for both the supplier and the customer.
  • Execute: Implementing the plan and corrective actions.

The major ways to keep projects from failing. The recovery process focuses the work one must do in dealing with the Red Project—the dynamics of the team, stakeholders and executives.  Management style and technique are very important in the recovery and multiple tips will be provided on being a leader.

Todd Williams’ goal is to change how everyone executes projects he is passionate about removing the wall between the project team and the customer. In his latest book, Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure, (AMACOM Books), he defines a project audit and a recovery process for rescuing red projects that focuses on root cause correction and prevention. His team at eCameron, whose mantra is “People, Process, and then Technology,” specializes in rescuing projects and helping organizations change. He is a professional member of Society for Information Management (SIM), Association for Corporate Growth (ACG), National Speakers Association, and the Project Management Institute. He is an expert in executive consulting, project rescue, failure prevention, and engaging people in the solution. He maintains a blog at http://ecaminc.com/index.php/blog that has been quoted on CIO Update, ZDNet, IT Business Edge, Center for CIO Leadership, among others. He has been chosen to speak to numerous companies and organizations, including NASA, SIM, AMA, PMI, APICS, FENG, IMA, ASQ.

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 PDU Category A, Component ID C331, May 15, 2012 (1 PDU)   pdf How to Register PDU's (538 KB)


 duane petersen

Elevating Project Management to the Next Level

$1.2 Trillion in annual losses is unacceptable and our industry must lead the way

 Duane Petersen, MBA MCSE PMP CSM

An analysis by renowned enterprise architect,  Roger Sessions, puts the worldwide IT project failure cost at $6.2 trillion.  Stacy Goff, IPMA Level-D® ,PMP® and president of ProjectExperts, eloquently captures why currrent PM tools fail and frustrate in his article, Visions for the Project Management Software Industry

Employers need employees with domain expertise. Even more, they require trained, high-performing problem-solvers that can apply best-practice know-how to deliver lasting results. Duane will present:

  • Proper tools WBS vs Gantt chart
  • Risk improvement such as ETV added to schedule
  • Green red and yellow verses metrics
  • Capacity planning and how it's done 
  • Integration of PMBOK and agile and how to do it
  • Tools to elevate the industry.

Duane has many years experience managing projects up to $80 million. He has worked in 42 of the 50 states and currently teaches PMP certification courses.  He provides a unique perspective as both a certified technologist and PMP with over 30 years of experience in IT, software development, wireless, medical, and manufacturing industries.  He draws interesting stories and anecdotes from managing mission critical projects for companies including Microsoft, AT&T, T-Mobile, Kaiser Permanente, Catholic Health Services, Kaiser Aluminum, Boeing, SAIC, and Ernst and Young. His company, Incisv, performs project management quality audits, designs software tools for project management and offers staff augmentation for numerous industries.


PDU Category A, Component ID C331, April 17, 2012 (1 PDU)   pdf How to Register PDU's (538 KB)


Managing Difficult Projects Seminar

Anthony Reed, CPA, PMP, MBA, MS

Seminar Description:

When was the last time that you worked on a project under perfect conditions? That’s to say that there were no constraints, such as

  • Resources (Human, Material, and Money/Budget)
  • Time
  • Scope

All of the unlimited resources were available at your beckoned call. You had more monetary resources (budget) than you could spend. You had so many people (human resources) clambering to get on the project that you had to turn people away. And all of your materials, such as software and hardware, arrived on time, was installed without any problems, and was ready to run out of the box. There were no delivery dates or deadlines. And the project scope/requirements never changed because scope creep never occurred. Or you were able to change the deadline to correspond with scope changes.

Chances are great, that you worked on projects that went through the “perfect storm.” You faced resource problems. Too little money was allocated, the money evaporated too quickly, or the budget was cut for more important projects. Hardware was delivered late and there were problems with installing the software. And you either didn’t have enough people, the right people weren’t available, and/or you experienced turnover of key people during the project. Furthermore, you faced the quagmire of an unmovable deadline and a movable scope. For the most part, we must manage projects during the perfect storm.

This presentation is based on over twenty years of first-hand, project management experiences. This includes fifteen years of upgrading and implementing Oracle applications on high profile, multi-million dollar, and/or international projects. The projects were for small businesses, Fortune 500 companies, quasi-governmental, and governmental agencies.

Sometimes, our ship capsized during the storm (i.e. the project was abandoned). Other times, we sailed through the storm and survived (i.e. the project was in trouble, but we recovered and it was implemented on time). And we even sailed around the storm and had the perfect project (i.e. a $12 million project was completed for $2.6 million).

Each situation represented learning experiences. We examined what happened (both the good and the bad), why it happened, and how we could prevent it in the future.

You’ll learn how to:

  • Educate the stakeholders (and team members) about project management
  • Address budget and schedule problems
  • Gain control over and stopping project creep
  • Manage problem resources (i.e. vendors, contractors, and employees)
  • Identify and cost justifying project risks and contingencies
  • Renegotiate the project constraints
  • Manage the stakeholder anxiety and expectations. 

PDU Category A, Provider Number 3331, Activity Number PM-002, March 21, 2012 (7 PDU's)   pdf How to Register PDU's (538 KB)


anthony reedFinding the I in TEAM

Project Management Lessons From Some of the World's Toughest Marathons

 Anthony Reed, CPA, PMP, MBA, MS

Successful endurance athletes and project managers exhibit the same characteristics to thrive. They manage change by taking calculated risks and gradually expanding their comfort zones. They must incorporate change, manage risk, and motivate people to go up hill at a time when they want to quit. All of this must be achieved in a stressful, challenging business environment.

  • Running up and down 3,600 steps during the Great Wall Marathon is like managing a 3,600-task project schedule.
  • Fighting through the Antarctica Marathon’s bitter cold relates to setting realistic project goals and self motivation.
  • Encountering predators on Kenya’s SafriCom Lewa Marathon course is like managing pro-ject risks and mitigation.

The presenter’s team implemented a $12 million IT project for (only) $2.6 million. Another team completed a twenty-seven month project in nine months. He shares his experiences as a corpo-rate IT executive and finisher of over one hundred, 26.2-mile marathons to show you methods to lead people using marathon techniques and strategies. He’s also one of about 300 people in the world to have completed a marathon on all seven continents, including Antarctica.

Mr. Reed is an IT professional with twenty-five years in management and executive positions for various Fortune 500 companies, governmental entities, and large consulting firms. The responsibilities included managing multi-million dollar departmental budgets and staffing blends of international, multi-generational, multi-cultural employees and consultants. He’s been interviewed on radio and webcast programs and featured in the business, travel, and sports sections of major newspapers and publications across the country. This includes the PMI Today, Dallas Morning News, Runner’s World, Southern Living, Ebony, and the Journal of Accountancy. He holds a MBA (management), MS (accounting), and two undergraduate (management and mathematics) degrees.

He’s also taught undergraduate and graduate project management courses. He has five books and over fifty articles published. The articles have appeared in ComputerWorld, Datamation, Career Focus, and Runner’s World magazines. His latest book, Running to Leadership: What Finishing 100+ Marathons on All Seven Continents Teaches Us About Success, emphasizes building leaders.

His professional and athletic exploits were featured in many articles. He's the first Black and one of fewer than 250 people who have completed a 26.2-mile marathon on every continent. He was also on the Oracle Applications Users’ Group (OAUG) Board of Directors and The Dallas Oracle Users’ Group CIO Advisory Board. Anthony is on the Board of Directors for the Dallas White Rock Marathon.

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PDU Category A, Component ID C331, March 20, 2012 (1 PDU)   pdf How to Register PDU's (538 KB)


scott barnardProcess Transformation Enabled by Project Management Fundamentals

 Scott Barnard, PMP

When transforming a business there are 5 key components - Capabilities, Technology, Organization, Process  and People. Each of these provide a perspective of of the business operations and ultimately its success, or lack of success.  While at Barnard Howard LLC, Scott, along with other thought leaders developed a method known as Acceleration 360, to perform an accurate assessment of business.  The goal is to uncover, examine and transform the areas that can bring the most benefit to the enterprise. Project Management is an essential element of the business analysis.  The Knowledge Areas of PMBOK are used to guide the creation and execution of the project, such that the client participates in the process of discovery and transformation.  Whether it is the executive team looking down at the overall operation their business or it is a manager targeting in on their team, a process approach with strong project management can have a swift and profound impact business transformation. The presentation will give insight as to how project management is an enabler to successful business transformation when partnered with a defined process engineering approach.

Scott Barnard is a Senior Project Manager, experienced in sales, planning, staffing and delivery of technology and process projects for clients across the United States and beyond. Throughout his career he has spent time at PriceWaterhouseCoopers and Accenture. In his consulting career he has developed an applied methodologies that enable the success of projects and the successful turn-around of projects in stress.  While working at Barnard Howard LLC, Scott co-authored the Acceleration 360 (A360) method of business assessment and performance optimization.  Using a methodical approach that follows the PMBOK nine knowledge areas, Scott has been been able to build a flexible solutions approach that lays a sustainable foundation for ongoing success for clients and their teams.

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PDU Category A, Component ID C331, February 21, 2012 (1 PDU)   pdf How to Register PDU's (538 KB)



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