2013

1 PDU

Effectively Managing Virtual Project Teams
How a local company manages global teams

Gail Hill, PMP
Jan Dempsey, PMP, MBA
Megan Pilon, PMP

Project team members are often located in different offices, time zones, and countries. Team members often speak different languages and have different cultural backgrounds. The reality for many organizations today is that it is not practical or even possible in many cases for project teams to meet face-to-face. Transaction Network Services (TNS) is one such organization. The company has a presence in Olympia and in several other cities in the U.S., the U.K. and Australia. As a result, most projects managed by the TNS PMO are made up of virtual teams. In this presentation, you will learn how to manage virtual, remote and dispersed project teams, get an introduction to some of the tools available for managing these teams, and discover the advantages and challenges of virtual teams over co-located ones. The session will be interactive with the audience. It will include examples of how running virtual teams work, and provide the audience with practical tips for working with virtual teams.

gailhillGail Hill, PMP 

Gail has been with Transaction Network Services (TNS) for over twelve years where she currently is the Director of the Global Program Management Office with her current focus on the Payments Service Division. Prior to this position she was a Senior Manager in the Enterprise Project Management Office (VeriSign). Gail helped establish the foundation for program/project governance and project management methodology/standardization for TNS.   She believes mentoring of project managers in the organization is key to building a strong project management team. In her spare time she enjoys RV trips to state parks, wine tasting of local wineries, gardening and time with her family.

jandempsey

Jan Dempsey, PMP, MBA

Jan Dempsey is a Program Manager for Transaction Network Services. She has over fourteen years’ experience with her current company, managing a variety of software development, product deployment, and customer migration projects for TNS’  Telecommunication Services Division. Jan holds a Bachelor’s degree in Business and Spanish from the University of Montana, and an MBA from Pacific Lutheran University. In her spare time she enjoys cycling, volleyball, and exploring the Pacific Northwest waters on a stand up paddleboard.

 
   

meganpilonMegan Pilon, PMP 

Megan Pilon is a Senior Technical Project Manager with Transaction Network Services (TNS).  She has been with TNS for two years managing a variety of projects including multi-region infrastructure deployment projects, multi-region software deployment, and bringing on new services to TNS.  Prior to working at TNS Megan worked for the State of Washington for 21 years.  Her last assignment with Washington State was PMO manager at the Office of Financial Management.   Megan is passionate about project management which is why she decided to pursue TNS where she would serve as a project manager.  Megan holds a Bachelor’s Degree in Business Administration with a minor in Communications from Eastern Washington University.  Megan is also a mother of two very active teenage girls.  Outside of the office you will generally find her in a gymnasium somewhere cheering on her daughters’ athletic events.

History of Transaction Network Services (TNS) 

TNS Payments Division (PSD) was founded in the US in 1990 to provide services to the Point of Sale industry. TNS was listed on the NASDAQ in 1994 followed by the launch in 1995 of the Telecommunications Division (TSD) and in 1997 the Financial Services Division (FSD).  Throughout the late 1990s and early 2000s numerous acquisitions were completed and offices opened globally.   In 2009 TNS acquired VeriSign Communication Services group which was formerly known as US Intelco then Illuminet (headquartered in Olympia, WA).   In 2013, TNS was acquired by Siris Capital Group and became a privately held company.

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1 PDU

baird miller photoIT Portfolio Management

Baird Miller

Baird Miller, former Deputy CIO at the Washington State Department of Licensing, will share his passion and experience with creating a strong foundation for IT portfolio management and technology modernization. He will explore how public sector organizations can align work with strategy and drive operational and financial transparency to their portfolios of IT projects, services, applications and infrastructure – with the outcome of making better investment decisions.

 

Baird Miller 

As Principal Program Manager at Microsoft Global Foundation Services, Baird currently leads a team responsible for improving service delivery in Microsoft’s cloud infrastructure.  Prior to Microsoft, Baird spent 10 years working for the State of Washington where he was responsible for the strategy and execution of IT transformation initiatives as well as IT project and portfolio management.  Baird has also worked extensively in healthcare and higher education.

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vicki-jamesStrategies for Project Sponsorship

Vicki James

Project managers are often faced with challenges in working with sponsors and within their organization. One reason for these challenges is that those who have authority do not have the same experience and expertise in project management as the project managers that they work with. It is up to the project manager to ensure that those providing project oversight understand best practices required to deliver successful projects that bring value to the business.

Participants will gain a greater understanding of the responsibilities of project leaders in facilitating project success. This includes understanding the responsibilities of the project sponsor and specific strategies when faced with challenging sponsors. Participants will gain tools to help them use their expertise to influence those higher up the chain of command for increased project value and job satisfaction.

Vicki James 

Co-author of Strategies for Project Sponsorship (2013), Vicki James is passionate about learning and sharing best practices in project management and business analysis. Certified in both project management (Project Management Professional certification from the Project Management Institute since 2005) and business analysis (Certified Business Analysis Professional from the International Institute of Business Analysis in since 2010) she provides a broad view to support project governance and processes. Vicki spent 11-years in the public sector successfully delivering projects to support governmental operations. Today she provides private consulting to government and private industry clients in addition to writing and presenting on all things project. Vicki is a contributor to The Complete Project Manager (2012) by Randall Englund and Alfonso Bucero as well as a popular blogger and Tweeter. Connect with Vicki on Linked in at http://www.linkedin.com/in/vickipps or contact her at This email address is being protected from spambots. You need JavaScript enabled to view it..

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erika-holmesU.S. Department of Energy's Hanford Site Cleanup Project

Erika Holmes

Ecology’s presentation will overview the history, current progress, and challenges of Hanford cleanup efforts. Erika will also cover Washington state’s regulation of cleanup at the nuclear site, and the audience will be encouraged to ask questions.

 

 

Erika Holmes 

Erika Holmes is a Community Outreach and Environmental Education Specialist for the Department of Ecology’s Nuclear Waste Program. She has over two years’ experience with Ecology where she has worked extensively with Hanford subject matter experts to share important cleanup information with the public. To increase youth awareness and action about Hanford, she’s engaged many students throughout the Northwest with classroom outreach and hands-on projects that offer youth usable knowledge and experience for their futures. She previously worked as a technical editor on Hanford cleanup documents. Erika has a Bachelor’s degree in visual art and a Master’s degree in technical communication from Eastern Washington University. In her spare time, she enjoys hiking and fishing the Pacific Northwest.

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

 

todd williamsFour Missing Elements in your Project Managers

Todd C. Williams

Projects don’t need process. They require project managers who are partners in achieving the organization’s goals. PMs need to negotiate reasonable alternatives, sell innovative ideas, and motivate teams. They must be leaders who can transform the customer’s wants to needs. Otherwise, executives will be plagued with underperforming and failing projects.

 

Todd C. Williams 

For twenty-five years Presidents, V and C-Level executives worldwide have asked Mr. Todd C. Williams to help them rescue problem projects, build leading-edge systems, and improve organizational efficiency.  By using a simple four-step process for recovering projects his organization helps clients turn-around projects, prevent recurring failures, and streamline their organizations.  Mr. Williams is the author of Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure, published by (AMACOM Books), as well as the Back From Red blog  http://ecaminc.com/index.php/blog that has been quoted on CIO Update, ZDNet, IT Business Edge, Center for CIO Leadership, and others.  His client base is diverse including BEA Systems, Bonneville Power Administration, Daimler Trucks NA (formerly Freightliner),  Hewlett Packard (formerly Digital Equipment Corp.) NASA, many professional organizations have called on him to educate their members such as, PMI, American Management Association (AMA), American Production and Inventory Control Society (APICS), Financial Executives Networking Group (FENG), Institute of Management Accounts (IMA), American Society of Quality (ASQ), Society for Information Management (SIM).

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

jack tollefsonThe "Secret" Reason IT Projects Fail at a Rate of 75%
and are likely to continue so...

Jack Tollefson

Everyone knows that IT projects struggle to succeed much more than other kinds. We often laugh off that failure rate saying “Well, there are people involved. What else could you expect?” Silently hoping such claims transfer our accountability for project success to them as their responsibility for failure When a project goes well we might say “Finally I had the right people,” proving our point all along: it is the others that are the problem. Many organizations have invested heavily in training project managers; using proven PM practices, and many PM positions now require PM certifications or qualifications. The hope is that increased rigor will limit failures. Yet the failure rate remains unchanged.

In this short, energetic presentation, Mr. Tollefson explores the assumptions of that thinking, how our own confidence in our tools and practices, if not complemented with… may actually contribute to the problem, and how we as project managers might be the real problem. Why? Because project success is our responsibility. Even when doing everything right; many things can still go wrong. As ambassadors of our profession we should probably admit that we have all seriously missed something significant here. Jack presents a new conceptual model to start the discussion around the missing “secret”.

Jack Tollefson

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 (1 PDU)   pdf How to Register PDU's (538 KB)

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