19 June 2013 | Panel Discussion event | Communications - The Silent Project Killer! | 2 PDUs

14 March 2013 | PMI Project Management Body of Knowledge – 5^th Edition | 2 PDUs

In the ever-diverse world of projects, Project Management Professionals will need to be able to thrive using their competencies, ie. experience, knowledge and skills,  acquired within and outside the project environment. In most cases, a project will probably end up being more right than wrong, especially when the Project Manager is able to apply these right competencies and also has a mind-set that seeks to “apply the best-practices” in his projects. Nevertheless, within the backdrop of this scenario, there are always going to be one constant that hits off : change!

The context in which Project Managers operate in has changed much over the last 4 years, including technological changes, new techniques, new project geographies and frontiers and other changes.  In similar fashion, project management practices have responded and evolved to such changes.   The latest edition of the Project Management Body of Knowledge (PMBOK) – the 5th Edition, is an enhancement over the previous edition to include more relevant practices for the benefit of Project Managers. At the end of the day, what we possess within the PMBOK® 5th Edition is a set of knowledge that could bring us closer to perfecting the seemingly confusing yet interesting discipline of managing projects.

28 February 2013 | Driving up Project Management Capability within a Global Organization | 2 PDUs

Project and program professionals live in a changing world. By their nature this is an environment in which they thrive in. In today's economic, political and regulatory environment there is however one constant. The need for change and hence for professionals who can delivery change.

However, the context in which project and program professionals are operating in has changed. There is less change budget so change has to work first time. The regulatory framework is driving fast reaction to new rulings. Cost efficiency is distributing the program team to different locations and cultures.

So, in a global organisation confronting these challenges, within this market context, how do we as a profession create an enhanced capability in the organisations in which we work and deliver the required change that our industries are demanding.

17 January 2013 | Integral Leadership | 2 PDUs

Today's work environment places great emphasis on leaders generating results without the crutch of formal authority – today's leaders are not appointed by their superiors, but rather chosen by their colleagues. Project managers in particular are often put in the position of being responsible for outcomes without having the proportional degree of authority over financial and human resources. Research conducted about this challenging environment has identified Integrity and authenticity as pivotal traits for those prepared to lead without authority. This session will provide compelling explanations of the human factors underlying this phenomenon and guidance to participants on how to tap into their own personal power through integral leadership.

6 December 2012 | Agile: Still the Magic Bullet or do you Need a Blended Solution? | 2 PDUs

While Agile project management has enjoyed a reputation as the next “magic bullet,” many companies have unsuccessfully adopted this approach due in large part to their lack of readiness assessment, unfocused skill development and existing corporate culture structures.

This presentation will provide a guide to the pitfalls of Agile project management adoption as well as best practices for individuals and organizations to develop a blended, customized approach that match their unique situation.

Key challenges to Agile adoption, such as access to project portfolio management (PPM), existing structures and corporate culture, as well as concerns on the executive, team and stakeholder levels will be addressed.  Finally, the attributes of an Agile project manager will be examined along with examples of successful adoptions of the hybrid approach.