We are proud to bring you a stellar speaker line-up for the 2011 live virtual Project Management Telesummit taking place March 8-10.

We have brought together fifteen of today’s most dynamic and engaging thought leaders in Project Management to share with you their insights on how to deliver successful projects and to stay ahead despite today’s challenging and turbulent business climate.

You can attend this 3-day live, online “virtual” event from the comfort of your home, office, or anywhere in between.  Even better, all Telesummit presentations will be recorded. If you are unable to attend the live sessions as they happen, you can watch the recording when it is most convenient to you.

This is an outstanding program and therefore we offer our attendees a Money Back Guarantee – We are so confident you will find the Telelsummit program valuable that we offer a 100% money back guarantee, making this a risk-free investment. See details on our guarantee on the Frequently Asked Questions (FAQs) page.

The schedule:

Please note that all times are Pacific Standard Time – USA & Canada. Speakers, times, and topics are subject to change without notice.

Tuesday March 8, 2011

Time Session # Speaker Topic
08:00 AM – 09:00 AM Session 1 Rick Morris Stop Playing Games! A Project Manager’s Guide to Successfully Navigating Organizational Politics
09:00 AM – 09:15 AM Break
09:15 AM – 10:15 AM Session 2 Dana Brownlee The Secrets to Running Project Status Meetings that WORK!!
10:15 AM – 10:30 AM Break
10:30 AM – 11:30 AM Session 3 Jason Fair Agile in large Enterprise System Integration projects
11:30 AM – 11:45 AM Break
11:45 AM – 12:45 PM Session 4 Todd Williams Improving Project Inception
12:45 AM – 01:00 PM Break
01:00 PM – 02:00 PM Session 5 Traci Duez Change is Impossible Unless You Change Your Mind

Wednesday March 9, 2011

Time Session # Speaker Topic
08:00 AM – 09:00 AM Session 6 Dr. Steven Flannes Recognizing and Resolving Project Conflict
09:00 AM – 09:15 AM Break
09:15 AM – 10:15 AM Session 7 Steve Martin Consulting Secrets for Project Managers
10:15 AM – 10:30 AM Break
10:30 AM – 11:30 AM Session 8 Geoff Crane The Soft Skill Salsa: An Examination of Destructive Behaviors in Project Managers
11:30 AM – 11:45 AM Break
11:45 AM – 12:45 PM Session 9 Peter Taylor The Art of Productive Laziness
12:45 AM – 01:00 PM Break
01:00 PM – 02:00 PM Session 10 Tres Roeder A Sixth Sense for Project Management
02:00 PM – 02:15 PM Break
02:15 PM – 03:15 PM Bonus Session Dr. Ginger Levin Building and Maintaining Relationships and Making Effective Decisions

Thursday March 10, 2011

Time Session # Speaker Topic
08:00 AM – 09:00 AM Session 11 Richard B. Sheridan Agile and the Business Value of Joy
09:00 AM – 09:15 AM Break
09:15 AM – 10:15 AM Session 12 Patricia Garofano Look before you Leap: Managing the Successful Vendor Transition Project
10:15 AM – 10:30 AM Break
10:30 AM – 11:30 AM Session 13 Bernardo Tirado How Does Understanding Human Behavior Increase Your Project Success Rate?
11:30 AM – 11:45 AM Break
11:45 AM – 12:45 PM Session 14 Brian Munroe An overview of troubled projects and how we deal with them
12:45 AM – 01:00 PM Break
01:00 PM – 02:00 PM Session 15 Dr. Margery Mayer Global Communications; what does it means in today’s business?

The speakers:

Stop Playing Games! A Project Manager’s Guide to Successfully Navigating Organizational Politics

By Rick A. Morris

Stop Playing Games!, by best-selling author Rick A. Morris, takes a completely different look at project management, using games like “The Pricing Game,” “Guess the Truth” and “Grapevine” to illustrate and help readers overcome organizational politics on projects.

In this presentation, Rick Morris will bring to life true issues and solutions which help Project Managers avoid the games we are forced to play in our projects. By sharing his years of experience, Rick will show you how to become stronger, more process oriented, and more respectful of your projects, stakeholders, and sponsors. By providing real world advice, Rick will help you learn and apply the proper techniques which will immediately impact your projects.

Project Managers have the unique ability to find shortcuts or workarounds in dealing with projects, sponsors, and stakeholders. However, in order to overcome the games in projects, all project managers must be able to influence without authority, stop end rounding projects and really focus on the basics that assure your success. Let Rick help you assure organizational politics never stifle your ability to effectively manage projects.

Global Communications; what does it means in today’s business?

By Dr. Margery Mayer

Today’s business is global, many companies have locations around the world and others use resellers, partners or subcontractors to deliver products and services wherever needed. In all cases being able to communicate effectively and in the manner expected at each location is critical and often overlooked. There is a natural assumption that if one is a good communicator they will be equally as successful when communicating with people from another country and culture. Communicating without sensitivity to another country’s culture, norms and values often leads to misunderstandings, frustration, and a lack of motivation. How does one learn how to communicate across cultures? This presentation provides insight into best practices from global operations and project leaders gathered from personal interviews. Real situations will be presented to the audience for their ideas and suggestions or observations which will lead to active discussions.

The Soft Skill Salsa: An Examination of Destructive Behaviors in Project Managers

By Geoff Crane

As project managers, we hold very influential positions. A big part of our job is to manage the expectations of stakeholders, project team members, vendors and sponsors. Because we interact with so many people during the life of our projects, how we behave has a direct bearing on project outcome. This presentation takes a look at specific behaviors common to project managers that can have adverse impacts on the projects under their care.

Learning Objectives:

  • Learn techniques for introspection that can improve personal performance.
  • Understand different kinds of work behaviors, and form strategic responses to them.
  • Identify and mitigate project risks that come from damaging behavior.

Improving Project Inception

By Todd Williams

Project success is often sealed long before a project team is assembled to first look at the project. To improve the chances of project success, project methodologies and people experienced with delivering solutions must be involved at it earliest stages. This presentation discusses tried and tested options.

Most failing projects are destined for that fate long before assigning a project manager. Their doom is sealed from the time the customer envisions the idea.  Traditionally, project inception is defined as when the customer comes to a solution provider (internal or external to their organization) asking for a product or service.  The actual inception is much earlier.  It starts when someone says, “Wouldn’t be neat if I could…”  From that point forward the customer’s exceptions are set, changed, and reset as the process of discovery refines the concept. The customer’s ideas change from what they want to what they need, while continually constrained and formed by the realities of an ever-changing business environment.  For project managers to make a real difference in a project’s success, they must use a new paradigm.

Progressive companies are moving to models that address this deficiency by various levels of supplier-customer integration. These models address improving how to relay information and maintain stakeholder alignment. This drastically changes the project manager’s role to one of a visionary leader—one that ensures that an organization’s strategic goals and projects are always aligned.

This presentation will discuss these models, how organizations can migrate to those new concepts, and the project manager’s new role.   It does this through a combination of lecture, case studies, and audience involvement.  By the end of the presentation, attendees will have an understanding of an array of techniques for improving project inception.  These techniques range from items that can be implemented immediately to others that need significant organization involvement.

Learning Objectives:

Attendees of this presentation will understand:

  • The presentation delivers an understanding of the need for early involve with the customer.  Whether they are an internal or external service provider, they will understand methods on how to get more involved with the customer and guide them through a process the establishes a foundation for a successful project.
  • Attendees will learn about using specialized tools to quantify stakeholder alignment, identify areas of misalignment, and methods to close the gap.
  • The audience is also provided a number of easy to implement concepts to improve stakeholder alignment.

How Does Understanding Human Behavior Increase Your Project Success Rate?

By Bernardo Tirado

This session will provide Project Managers (PM) with the fundamentals in how to maximize project success through human performance.  We will explore the fundamentals of business psychology (known as Industrial Psychology).  The goal is to equip PMs with a greater understanding on how managing the softer skills side will generate/drive hard dollar results.

The presentation will not only focus on how to manage team dynamics (if you are a Project Leader) but also how to work through the team dynamics of change targets.  Tools and strategies will be discussed on how to manage the day to day challenges PMs face in doing more with less and the ever evolving environmental landscape.

Learning Objectives

  • Managing Group Formation
  • Identifying Blockers
  • Emotional Change Curve
  • Types of Psychological Reactions

Change is Impossible Unless You Change Your Mind

By Traci Duez

“Discover how Neuro-Axiology (study of human value) impacts your ability to change, not only yourself, but others.”

Change is the only constant in life. If you have a difficult time with change, changing the way you think about change is the key to your success in your career and your life. There are a few ways to deal with change. There are…

o   Those who can handle change and are productive.

o   Those who can create change and can solve problems; who are seen as successful.

o   Those who can inspire others to change and are leaders who create vision, focus on opportunities, and consistently surpass expectations.

Which of these would you prefer to be?

Neuro-axiology will help you to not only better handle and manage change, but also how to inspire it in others. You’ll learn a new way of looking at thinking and changes. You’ll see how common approaches to change can be counterproductive and how to best lead change in your organization and your life.

In this presentation you will discover:

  • the 3 Axiological Classes of Value and the affect and impact on change
  • 4 ways of handling change (and which is the best)

How Neuro-Axiology can improve your leadership abilities, your critical thinking and your productivity by helping you create REAL, LASTING change.

Recognizing and Resolving Project Conflict

By Dr. Steven Flannes

Conflict is a natural but very challenging aspect of project management, due to the demanding project model of matrix management, the interpersonal complexities of virtual teams and cross cultural influences, and the emergence of interpersonally complex business models, such as supply chain systems.

Unaddressed conflict results in project delay, a drop in team member motivation, and the risk of poor quality or terminated projects.

Most of us grow up in settings in which we receive no formal training in resolving conflict, and then in later years find ourselves in project settings where we are required to resolve conflict in order to achieve project success and career advancement.

This presentation offers tangible skills that project professionals can use to productively resolve conflict. These skills include key interpersonal communication techniques, a grasp of individual differences among stakeholders (so that conflict resolution initiatives can be tailored to the individual’s personal style), and operational skills in employing five distinct conflict resolution techniques, plus the knowledge of when to use each approach.

Dr. Flannes has presented these conflict resolution skills at project management gatherings throughout the United States and Canada, as well as the United Kingdom, Ukraine, and Poland.

Learning Objectives

  1. Learn to identify and then resolve conflicts which are subtle and not obvious within a team or with stakeholders.
  2. Learn four interpersonal communication skills that are required for effective conflict resolution.
  3. Gain knowledge about five conflict resolution techniques, plus the awareness and knowledge of when to employ each technique.

Agile and the Business Value of Joy

Richard Sheridan

Agile can produce better results, more cost effectively and with a far better chance of measurable project success, but can it also produce “joy”?  And “joy” for whom?  Is there business value in joy?  Can joy be sustained over the long term, even for projects that last for years?

Richard Sheridan, CEO and co-founder of Menlo Innovations will discuss how Menlo used agile to very intentionally create a culture focused on the business value of joy, not only for his team (and himself), but also for Menlo’s clients and their users.  At the heart of it all is a very disciplined agile team and process that has been in place since 2001.

Learning Objectives:

At the end of the presentation, a participant should be able to answer the following questions:

  • What is agile and how does it impact professional project management?
  • What agile techniques greatly improve the chances of project success?
  • What are the key roles in an agile team?

A Sixth Sense for Project Management

Tres Roeder

Research shows that projects tend to fail due to people-related issues versus technical-skills related issues.  Furthermore, a poll of 776 attendees at a recent global webinar reveals that by an overwhelming wide margin, project management is considered to be a profession of people who must accomplish results through other people.

From research, polls, and our extensive experience running projects, successful project managers need more than great technical skills. They need to possess skills for leadership, self-awareness, communication, building genuine team buy-in, and establishing and maintaining executive relationships. In short, they need A Sixth Sense for Project Management®.

Tres Roeder, Founder and President of Roeder Consulting, spent several years researching the human side of change, allowing him to identify a set of 6 disciplines that make up A Sixth Sense for Project Management. He determined there is a science to people skills.

By possessing a set of interpersonal skills to effectively manage the human side of change, this is where true project success and lasting long term change comes from.

Learning Objectives

In this session, attendees will:

  • Understand the 6 disciplines that make up A Sixth Sense for Project Management
  • Gain take-away skills that can be applied immediately toward project success & personal growth
  • Hear the latest insights from new research on human behavior

Agile in Large Enterprise System Integration Initiatives?

Jason Fair

ERP projects often are over budget and late on schedule.  Many times key stakeholders and end users are disappointed in the end product that is delivered.  Return on Investment on large ERP projects is often delayed or never realized.  The quality of the ERP solution that is delivered often is not what the customer expected.  Many times the estimates that an ERP team makes are unreliable and far from actuals.  Many times organizations have to apply additional resources to address the gaps and the issues of an ERP implementation.  Often, key milestones on ERP projects are missed or delayed forcing the project to be late.  How can we use Lean concepts and Agile techniques to address these common challenges in ERP projects?

ERP projects have successfully delivered quality products by leveraging lean and agile principles and techniques.  Learn about the common differences and challenges that are unique to an ERP initiative and its use of Agile.  Transitioning from traditional waterfall to Agile is not easy….learn how to assess whether your Enterprise is ready for Agile.  Discover how other ERP customers have adopted Agile in their enterprise projects and the key lessons learned from their projects.  Discover how you can use the principles of Lean and innovative Agile techniques to create a high performing ERP team that will deliver high value and high quality products to your stakeholders in a shorter period of time.  Learn how you can create cross-functional teams that are collaborative, adaptive, and responsive to customer needs.

Learning Objectives:

  • Overview of Common Differences of ERP projects vs. Custom Application Development
  • Review of key challenges with ERP projects and introducing Agile
  • Share customer lessons learned and success stories on how Agile has been introduced into ERP environments

The Secrets to Running Project Status Meetings that WORK!!

Dana Brownlee

Are your project status meetings nightmares???  Do they linger on and on with minimal effectiveness (and maximum boredom)?  If so, this is the workshop for you!  Project status meetings are an essential tool that project managers use to track project progress, identify issues, and monitor task performance levels.  Unfortunately, too often they’re chaotic, inefficient, and frustrating for both the project manager and project team.  This workshop presents a typical dysfunctional project status meeting (case study) and allows participants to discuss problems and recommended solutions.  The workshop also presents best practices project managers can use to transform their status meetings.  These best practices emphasize several concepts including:  encouraging team member accountability, designing the meeting for maximum efficiency, simplifying agendas, summarizing progress, and staying focused.  More effective project status meetings benefit the entire project team.  This workshop explores a few key tips to make those meetings WORK!

Learning Objectives:

Attendees will be able to:

  • Identify key problem areas in dysfunctional project status meetings
  • Implement the BLISS strategy to enhance status meeting efficiency and effectiveness
  • Conduct a debrief to solicit team feedback

Consulting Secrets for Project Managers

By Steve Martin, PMP, CSM

Being a strong Project Manager takes more than a solid set of project management skills. Because the very nature of projects is to introduce change, it is increasingly important for those that lead projects to have effective interpersonal skills. Furthermore, in today’s “buyer’s market” of employers, project managers need to also understand the lingo, business, and strategies of their clients.

In this session, you’ll learn about a “balanced approach” to project management that has been found to be successful as a project management and change management consultant.  You’ll see how combining technical PM skills with business knowledge and people skills can help you achieve greater results. You’ll hear some of the findings from the latest research on people skills, and you will receive a list of several actions you can take to increase your effectiveness as a Project Manager and Change Leader. Come hear these field-tested secrets from the consulting frontlines and start using a balanced approach to obtain better project outcomes.

Learning Objectives:

In this session, attendees will:

  • Understand why a balanced approach is needed for more successful project outcomes.
  • Gain insight into the 3 skills needed to run a project with a balanced approach: Technical Skills, Business Acumen, and People Skills.
  • Obtain take-aways to increase key people skills.

Look before you Leap: Managing the Successful Vendor Transition Project

By Patricia Garofano

When you need to change vendors, what are the best practices for finding and securing a new vendor, negotiating a contract that holds the vendor accountable and managing the transition with minimal impact to your customers?  How do you achieve success in the transition?  This presentation will cover issues to consider before you decide to change vendors, planning steps, execution of the plan and how to close out the project after the transition is complete.

Session Learning Objectives:

In this session, attendees will learn:

  • How to weigh the issues and decide whether to change vendors or not.
  • How to effectively manage the communications when the current vendor is part of the RFP process and is no longer performing.
  • How to identify the best vendor, conduct negotiations and finalize a contract that holds the vendor accountable for certain standards of customer satisfaction.
  • How to plan and manage the transition period to ensure the new vendor is ready to perform at the end of the transition period with minimal amount of customer impact.

The Art of Productive Laziness

By Peter Taylor

‘Progress isn’t made by early risers. It’s made by lazy men trying to find easier ways to do something.’

Robert Heinlein

Learn about the art of productive laziness with The Lazy Project Manager; understanding what is meant by the ‘productive lazy’ approach to Projects (and life) and learn how to apply these lessons ‘to be twice as productive and still leave the office early’.

The session will cover the definition of productive laziness, the science behind the theory (yes there really is some), and will share some personal learning experiences that led to the creation of ‘The Lazy Project Manager’. In addition the audience will be led through the three key project stages, one of which the ‘lazy’ project manager works very hard in and the second they should be in the comfortable position of enjoying the ‘comfy chair’ safe in the knowledge that the project is well under control.

A specific focus will be made on the third area, project closure, which can be done so much better with very little effort but with a significant value add for all ‘would be’ lazy project managers.

Building and Maintaining Relationships and Making Effective Decisions

By Dr. Ginger Levin, PMP, PgMP, OPM3 Certified Assessor

Key Interpersonal Skills for Portfolio, Program, and Project Managers

Increasingly, effective interpersonal skills are essential to our work whether we are a portfolio manager, a program manager, or a project manager.   Change is constant and cannot be avoided and instead must be embraced and exploited.  As well, we work so often in a virtual environment in which we may never see the people on our program and project teams face to face, and as a portfolio manager, we may not have face-to-face meetings of our Portfolio Review Board or similar group.  The number of stakeholders with whom we must interact, both internal and external, continues to increase.

Tools and technique alone are not the answer.  We are under extreme pressure to complete our programs and projects faster than ever before and to achieve greater levels of customer and end user satisfaction.  Given the limited number of resources available to our organization, it also is essential that we focus on selecting and continuing those programs and projects that truly add value to our organizations.  As well, our work, whether in portfolio, program, or project management is more complex.

Dr. Ginger Levin, PMP, PgMP, and OPM3 certified, will discuss two key interpersonal skills in this presentation, approaches for building relationships and decision making, based on her new book, Interpersonal Skills for Portfolio, Program, and Project Managers, and will present some key guidelines for success in these areas.

Learning Objectives:

  • Recognize the importance of building and maintaining outstanding stakeholder relationships.
  • Build relationships that unit your team.
  • Prepare and use a decision-making model.

Rescue My Project™: An Overview of Troubled Projects and How We Deal with Them

By Brian Munroe

Any project at any organization with any team can fail. However, projects never go from being well managed, on-budget and on-schedule to outright failure overnight. There is always a transition period during which time the project is “troubled”. It is during this time that a window of opportunity exists in which the project can potentially be rescued, and is likely the last chance to save the project. This presentation explores why projects fail and warning signs that a project is in trouble. Trigger events and impediments to declaring trouble are defined and discussed. It provides a discussion amongst project professionals of our real world experiences with troubled projects and an introduction to a methodology for effectively and efficiently planning and executing the entire project rescue process.

Learning Objectives:

  • Understand why projects fail and become familiar with warning signs that a project is in trouble.
  • Be able to explain trigger events and impediments to declaring trouble (suppression factors).
  • Describe the project rescue methodology and understand the purpose of each phase.