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Masterclass [clear filter]
Saturday, December 8
 

9:00am

Masterclass 1: Benefit Realization
Abstract
“The best-laid strategies of any organization are useless without proper implementation”, (The Economist Intelligence Unit, 2013).  In today’s complex world, management in both the private and public sector is increasingly concerned by the wide gap between formulating their strategy and the ability to execute on it.  The gap results in missed opportunities and ultimately business failures.
Today’s successful organization must be able to identify new objectives and effectively implement change toward achieving those objectives.  Evidence-led benefits realization lays the cornerstone for this competency.

There are two key elements to consider in benefits management.  The first is the “front end”; what are the benefits, and how does this influence the business case and investment process? However, equally important is the confirming feedback; did we make a good investment as “evidenced” by achieving our intended benefits? It is that last stage, the follow up to confirming the business case, that usually gets lost in the rush to move on to other projects. With a structured benefits realization life cycle, this step is a formal part of the process, including adjustments if the desired results are not initially realized. Therefore, the probability that objectives are met, within acceptable portfolio performance thresholds, increases for organizations who adopt Benefits Realization.

Objectives
Explain the relationships between portfolio, project, and benefits management and successful investments.
Clarify the key roles for the stages in investment analysis, enabling changes, and ‘booking the benefits”.
Discuss and review key aspects of tracking and reporting benefits to ensure successful results
Recognize how to optimize your investments in strategic organizational changes.
 
Who Should Attend 
Intermediate / advanced PMs and BAs, those making investment decisions in project selection and funding, change directors.
 
Course Overview
  • Introduction
  • Logistics of the day
  • Objectives of the participants from the workshop
  • Goals of the workshop

  • Foundation Concepts
  • Introduction to Benefits Management
  • The pressures of change
  • Relationship to PMI’s projects, programs, and portfolios domains

  • Key Components of Benefits Management
  • Alignment of benefits to organizational objectives
  • Use of benefits categorization
  • Documentation
  • Roles

  • The Benefits Management Life Cycle
  • Stages in a change initiative life cycle with respect to benefits realization
  • Examples of prioritization approaches of initiatives for portfolio selection
  • Exercise in developing an Investment Logic Map

  • Roles and Responsibilities
  • Review and discuss the key roles and their importance in benefits management
  • 3 approaches for implementation of benefits management

  • Documentation and Reporting
  • Identifying and documenting the benefits: metrics and measurements
  • Key success criteria
  • The importance of “trends” in tracking benefits
  • Investment reporting versus project / programme reporting

  • Summary and Next Steps
  • Highlights of the workshop
  • Review of content, goals and expectations
  • Personal Action plan

Speakers
avatar for Russel McDowell

Russel McDowell

Senior Consultant and Trainer, International Institute for Learning (IIL)
Russell is Project Management Professional, senior manager, trainer, presenter, author, and speaker with over 30 years of experience working on large-scale projects in a variety of companies and industries. Russell has a proven and disciplined systematic approach to identifying core... Read More →


Saturday December 8, 2018 9:00am - 10:30am
Joharah Ballroom - Madinat Jumeirah Conference Centre

9:00am

Masterclass 2: Agile Project Management
Prerequisites
Basic Agile and PM training or equivalent experience

Content Focus                                                                                                 
  • Role-based – focusing on the Project Manager and how to perform and succeed in an environment that is becoming more and more Agile.
 
About the Program 
This workshop builds on the specific roles and responsibilities of the Project Manager in a traditional environment that can be easily adapted in an Agile environment.  In particular, we will explore what skills and behavioral changes are necessary and how to effectively manage an Agile project, including both specific Agile methods and hybrid models.
You will come away from this workshop with a much deeper understanding of the Agile Project Manager so that individual performance improves on the job.  Improved target results include providing focused leadership, making effective decisions, guiding Agile teams, and overall ability to successfully lead and manage an Agile project.
This course also supports learning requirements for Agile and Scrum certifications from various organizations such as PMI-ACP, PSM I, and PSPO I.
 
Who Should Attend 
  • This workshop is primarily for Project and Program Managers
  • In addition, if you are a Scrum Master, Product Owner, Business Analyst, Team Member, or in any other role where you need to understand how project management functions in the context of an Agile environment, this workshop is also for you
 
Course Overview
Foundation Concepts
Agile History, Values, and Mindset
Agile Benefits
Agile Methods

The Agile Project Manager
Agile Roles and Responsibilities
The Agile Project Manager
Differences between Waterfall and Agile
Agile Accountabilities
 
Initiating and Planning
  • Agile Initiating
  • Project Charter
  • Identify Stakeholders
  • Agile Planning
  • Initial Requirements
  • Estimation
  • Prioritization
  • Release Planning
  • Sprint Planning
Execution
  • Agile Execution
  • Managing and Developing the Agile Team
  • Stakeholder Engagement
  • Removing Impediments
Monitoring & Control and Closing
  • Agile Monitoring & Control
  • Review Meeting
  • Information Radiators
  • Earned Value
  • Agile Closing
  • Retrospectives
  • Closing an Agile Project
Managing a Hybrid Project
  • What is a Hybrid?
  • Factors in Determining a Hybrid Model
  • Challenges and Solutions
Summary and Next Steps
  • Review of course goals, objectives, and content

Speakers
avatar for Rubin Jen

Rubin Jen

Senior Consultant & Trainer, International Institute for Learning, IIL
Rubin Jen (PMP®, ScrumMaster®, Change Management Practitioner, ITIL® Foundationhas been in the project management field for over 23 years, spanning aerospace, engineering, telecom, software development, outsourcing, consulting and government sectors, with companies such as Bombardier... Read More →


Saturday December 8, 2018 9:00am - 10:30am
Joharah Ballroom - Madinat Jumeirah Conference Centre

9:00am

Masterclass 3: PMO Establishment
The Project Management Office
A Building Block for Achieving and Managing PM & PPM Excellence


Prerequisites
Good understanding of project management
Course Level
Intermediate / Advanced
 
About the Program
This course addresses the rational of how and why to integrate a project management office (PMO) into the organization while avoiding bureaucracy, turf wars, and other resistance to a disciplined and yet flexible PM process to support  effective portfolio management.
Working with our experts you will assess the needs of your organization for a PMO, be ready to design the kind of PMO that will be most effective for you, and define the path to PM maturity and competency.
You will discuss different types of PMOs, project autonomy, the methodology role of the PMO, whether the PMO should be the “home” of project managers or an enabling organization that serves as a Centre Of Excellence or both.
Who Should Attend
The course is designed for senior PM practitioners, PMO staff, managers of PMs, and others who want to know what a good PMO is and how to build and maintain one.
Performance Focus
The goal of this course is to equip the participant with the necessary knowledge and skills to establish, improve, and work with a project management office (PMO) that will be the catalyst for project and portfolio management excellence.

What You Will Learn
You’ll learn how to:
  • Describe what are the benefits and success factors for an organization to have a PMO
  • Identify different views of PMO and project success
  • Assess the role of the PMO as a facilitator to assure success and value for all stakeholders
  • Recognize that the PMO can operate on a continuum from providing specific functions that support individual projects to being responsible for the results of all of the enterprise’s projects
  • Describe project management maturity, metrics at maturity levels, and the roles and responsibilities of the PMO
  • Describe the role of the PMO in supporting project, program and portfolio management excellence
  • Analyze and select the right type of PMO for your organization
  • Develop the steps needed to implement a PMO
 
Course Overview
Getting Started
  • Introductions
  • Course structure
  • Course goals
  • Course objectives
  • Target audience

Foundation Concepts
  • Defining PMO and EPM
  • The importance of a PMO
  • The desired organizational environment

PMO Success: The Different Measures and Views
  • Definition of PMO & project success
  • Client and team views of project success
  • Ways to quantify project success
  • Approach to measure the value of a PMO

PMO: the right type of PMO
  • Definition of maturity and organizational project management
  • Types of PMOs
  • Metrics and key performance indicators
  • Role of the PMO in the maturity assessment process

PMO Functions: Project-Focused and Enterprise-Focused
  • Organization goals and their influence on PMO functions
  • Different levels of coverage for the PMO in the organization
  • Project-focused functions
  • Enterprise-oriented functions (e.g. reporting processes)

The PMO and Project Control, Audit, and Recovery
  • Establishing a control process to identify troubled projects
  • Describing the PMO’s role in review, audit, and recovery
o  Identifying troubled projects and conducting a project audit
o  Supporting project recovery

The PMO’s Role in P3 Excellence Development
  • Definition of excellence
  • The importance of competency and excellence
  • The PMO as a Centre Of P3 Excellence

PMO Implementation - Ten-Step Process
  • Goals for the PMO
  • Commitment for a PMO
  • PMO functions, roles, and responsibilities
  • Processes and tools to be provided by the PMO
  • The PMO resource estimation process
  • The needed budget for the PMO
  • Staffing the PMO
  • Assimilating the PMO

Recap & Closing

Speakers
avatar for Wolfgang Wendl

Wolfgang Wendl

Senior Consultant and Trainer, International Institute for Learning (IIL)
Wolfgang is a senior consultant, trainer and a specialist in project management. He has over 15 years of experience in International Project Management as a project manager, trainer, coach, and business analyst in various industries including; IT, Software Development, Automotive... Read More →


Saturday December 8, 2018 9:00am - 10:30am
Joharah Ballroom - Madinat Jumeirah Conference Centre

9:00am

Masterclass 4: Use of Big Data and AI in PM
Course Description
Artificial Intelligence (AI) and Big Data have come together to drive innovation in 2018 and 2019. AI works to light up Big Data. This combination elevates the potential for you to realize significant insights into customers, trends, and products in your domain. Big Data without analysis and tools that can navigate the petabytes of data, is much about nothing. This collectively is the art and science of Data Analytics. This includes general users, the dedicated Project Manager and Business Analyst role, and the specialized Data Scientist roles.
This course explores the value that is in the intersection of Big Data and AI as practiced with Data Analytics. We will look at the potential and the dangers that exist. We will also view the trends of Big Data and AI, providing a pragmatic and applicable survey of the technologies and the business applications.

Course Objectives
  • Evaluate what is realized, what is promised and what are the challenges of Big Data
  • Establish a plan allowing you to get the most out of a Big Data and AI using a Data Analytics initiative
  • Review the architecture and technical components of Big Data and Data Analytics
  • Investigate Data Mining and other applications for Big Data and Data Analytics

Course Topics

Introduction to Data analysis and analytics
  • Data analysis approach
  • Questions
  • Collecting data
  • Analyze data
  • The data analysis process
  • Interpreting the results
  • Statistics
  • Rules for data analysts

Big Data
  • Business challenges of Big Data
  • Technical challenges of Big Data
  • Common uses for Big Data
  • Structured, Semi-structured and Unstructured Data
  • Transform data into value for the business
  • Working with Big Data
  • Locating
  • Extracting
  • Processing
  • Storage
  • Analysis
  • Representation
  • Identifying data sources
  • Applying Big Data to business problems

Interpreting the Big Data
  • Guarding against bias
  • Conclusions
  • Conclusion validity
  • Internal validity
  • Construct validity
  • External validity or generalizing

Data Visualization
  • Plots and charts
  • Aggregation
  • Scaling
  • Normalizing data
  • Dimension reduction
  • Correlation

Applying analytics
  • Classification
  • Business examples for Data Mining – classification
  • Predictive Analytics
  • Business examples for Data Mining -  prediction
  • Clustering
  • Neural networks

Artificial Intelligence
  • Artificial Intelligence Introduction Course for Beginners
  • Artificial Intelligence Introduction
  • Decoding AI, what is it all about?
  • Use cases in various industries
  • Introduction to Machine Learning (ML) and Deep Learning
  • Innovations in AI and ML
  • Applications of AI
  • How to develop AI products

Final Words
  • Artificial intelligence
  • Where are we now
  • Where are we going to be
  • Making things happen with data analytics and big data

Speakers
avatar for George Bridges

George Bridges

Senior Consultant and Trainer, International Institute for Learning (IIL)
George is currently a Senior Consultant and Trainer in Project Management and Business Analysis with International Institute since 2005. George has more than 40 years of experience in business systems analysis, business process modeling, operations research and Information Technology.George... Read More →


Saturday December 8, 2018 9:00am - 10:30am
Joharah Ballroom - Madinat Jumeirah Conference Centre

9:00am

Masterclass 5: Strategic Business Transformation using PM
Content Focus
This workshop dives deeper into a specific topic in the Project, Program, and Portfolio Management curriculum.

About the Program
This is a practice oriented, experiential, highly interactive, discussion-driven, and experience-sharing consultative workshop. The objective of the workshop is for learners to enhance their capability to proactively align their real-world projects to organization strategies and improve performance on business transformation initiatives. The course delivery strategy is to learn both from the instructor/consultant/coach and from the diverse shared experiences of other participants. The workshop emphasizes several models for real-time thinking, assessment, planning, and action; culminating with practice for real-world applications. Models covered include the following.

  • Porter’s Five Forces for strategy
  • McKinsey’s 7S for multi-dimensional nature of transformation
  • Daryl Connor’s change management model for human resistance
  • A simple 8-step project management life cycle for integration

Who Should Attend
  • Executives
  • Managers
  • Individual contributors
  • Anyone involved with strategic business transformation
 
What You Will Learn
At the end of this program, you will be able to:
  • Describe and utilize four simple, yet powerful models for assessing, planning, executing, and managing business transformations in dynamic, competitive, often highly regulated environments
  • Integrate leadership skills, tools, and techniques essential to building support and commitment to difficult, high-risk, high-value initiatives
  • Identify and assess stakeholders so that high-priority needs are addressed in a timely manner
  • Appreciate the competitive value of Project Management in timely transformation
  • Lead others more confidently to reduce stress, utilize resources, and accomplish strategic business objectives in a rapidly and frequently changing business environment

Course Overview
  • Getting Started
  • Interactive introductions
  • Course structure
  • Course goals and objectives
Foundation Concepts
  • The purpose and challenges of business
  • Understanding vision, mission, objectives, and strategies
  • Porter’s Five Forces model
  • McKinsey’s 7S model
  • Connor’s change management model
  • PMI and the 10 Knowledge Areas
  • Eight Step Model – Life Cycle

Strategic Thinking
  • Management and decision making
  • Strategic thinking attributes
  • Tools: Environment identification; SWOT; Value Proposition
  • Thinking at the interpersonal and team level
  • Emotional intelligence
  • Team leadership and trust

Applying critical skills
  • Providing a World View
  • PM as Trusted Advisor

Organization and People Change Management:

Individuals
  • Impact of change
  • Three change models
Individuals and the organization
  • Cultivating a change mindset
  • Analyzing work teams and culture
  • Driving change through team roles
Leading and managing change
  • Following leaders
  • Leadership model

Effective Leadership
  • Definition and process
  • Challenges for the PM in strategic business transformation
  • An effective model for transformation
  • Stakeholder identification and assessment
  • Influence of culture, values, experience, and position
  • Overview of basic skills
  • Key interpersonal skills
  • Team communication skills
  • Situational leadership
  • Meetings

Applying the Fundamentals of Project Management
  • Reviewing the 8-steps of a project management life cycle
  • An Integrated Model for Strategic Project Management
1. Initiation
2. Requirements
3. Work Breakdown Structure
4. Risk
5. Estimating
6. Scheduling
7. Execution
8. Transition

  • Effective communications
  • Monitoring and control – special emphasis

Summary and Next Steps
  • Individual Lessons Learned
  • Workshop Assessment

Speakers
avatar for Dr Bob Barnes

Dr Bob Barnes

Senior Consultant and Trainer, International Institute for Learning, IIL
Dr. Barnes is a professional, entertaining, to-the-point, practical consultant and trainer. His career spans a period of over 40 years in a variety of industries including banking, finance, biomedical engineering, and pharmaceuticals, automotive, transportation, and public utilities... Read More →


Saturday December 8, 2018 9:00am - 10:30am
Joharah Ballroom - Madinat Jumeirah Conference Centre

11:15am

Masterclass 1: Benefit Realization
Abstract
“The best-laid strategies of any organization are useless without proper implementation”, (The Economist Intelligence Unit, 2013).  In today’s complex world, management in both the private and public sector is increasingly concerned by the wide gap between formulating their strategy and the ability to execute on it.  The gap results in missed opportunities and ultimately business failures.
Today’s successful organization must be able to identify new objectives and effectively implement change toward achieving those objectives.  Evidence-led benefits realization lays the cornerstone for this competency.

There are two key elements to consider in benefits management.  The first is the “front end”; what are the benefits, and how does this influence the business case and investment process? However, equally important is the confirming feedback; did we make a good investment as “evidenced” by achieving our intended benefits? It is that last stage, the follow up to confirming the business case, that usually gets lost in the rush to move on to other projects. With a structured benefits realization life cycle, this step is a formal part of the process, including adjustments if the desired results are not initially realized. Therefore, the probability that objectives are met, within acceptable portfolio performance thresholds, increases for organizations who adopt Benefits Realization.

Objectives
Explain the relationships between portfolio, project, and benefits management and successful investments.
Clarify the key roles for the stages in investment analysis, enabling changes, and ‘booking the benefits”.
Discuss and review key aspects of tracking and reporting benefits to ensure successful results
Recognize how to optimize your investments in strategic organizational changes.
 
Who Should Attend 
Intermediate / advanced PMs and BAs, those making investment decisions in project selection and funding, change directors.
 
Course Overview
  • Introduction
  • Logistics of the day
  • Objectives of the participants from the workshop
  • Goals of the workshop
  • Foundation Concepts
  • Introduction to Benefits Management
  • The pressures of change
  • Relationship to PMI’s projects, programs, and portfolios domains
  • Key Components of Benefits Management
  • Alignment of benefits to organizational objectives
  • Use of benefits categorization
  • Documentation
  • Roles
  • The Benefits Management Life Cycle
  • Stages in a change initiative life cycle with respect to benefits realization
  • Examples of prioritization approaches of initiatives for portfolio selection
  • Exercise in developing an Investment Logic Map
  • Roles and Responsibilities
  • Review and discuss the key roles and their importance in benefits management
  • 3 approaches for implementation of benefits management
  • Documentation and Reporting
  • Identifying and documenting the benefits: metrics and measurements
  • Key success criteria
  • The importance of “trends” in tracking benefits
  • Investment reporting versus project / programme reporting
  • Summary and Next Steps
  • Highlights of the workshop
  • Review of content, goals and expectations
  • Personal Action plan

Speakers
avatar for Russel McDowell

Russel McDowell

Senior Consultant and Trainer, International Institute for Learning (IIL)
Russell is Project Management Professional, senior manager, trainer, presenter, author, and speaker with over 30 years of experience working on large-scale projects in a variety of companies and industries. Russell has a proven and disciplined systematic approach to identifying core... Read More →


Saturday December 8, 2018 11:15am - 12:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

11:15am

Masterclass 2: Agile Project Management
Prerequisites
Basic Agile and PM training or equivalent experience

Content Focus                                                                                                 
  • Role-based – focusing on the Project Manager and how to perform and succeed in an environment that is becoming more and more Agile.
 
About the Program 
This workshop builds on the specific roles and responsibilities of the Project Manager in a traditional environment that can be easily adapted in an Agile environment.  In particular, we will explore what skills and behavioral changes are necessary and how to effectively manage an Agile project, including both specific Agile methods and hybrid models.
You will come away from this workshop with a much deeper understanding of the Agile Project Manager so that individual performance improves on the job.  Improved target results include providing focused leadership, making effective decisions, guiding Agile teams, and overall ability to successfully lead and manage an Agile project.
This course also supports learning requirements for Agile and Scrum certifications from various organizations such as PMI-ACP, PSM I, and PSPO I.
 
Who Should Attend 
  • This workshop is primarily for Project and Program Managers
  • In addition, if you are a Scrum Master, Product Owner, Business Analyst, Team Member, or in any other role where you need to understand how project management functions in the context of an Agile environment, this workshop is also for you
 
Course Overview
Foundation Concepts
Agile History, Values, and Mindset
Agile Benefits
Agile Methods

The Agile Project Manager
Agile Roles and Responsibilities
The Agile Project Manager
Differences between Waterfall and Agile
Agile Accountabilities
 
Initiating and Planning
  • Agile Initiating
  • Project Charter
  • Identify Stakeholders
  • Agile Planning
  • Initial Requirements
  • Estimation
  • Prioritization
  • Release Planning
  • Sprint Planning
Execution
  • Agile Execution
  • Managing and Developing the Agile Team
  • Stakeholder Engagement
  • Removing Impediments
Monitoring & Control and Closing
  • Agile Monitoring & Control
  • Review Meeting
  • Information Radiators
  • Earned Value
  • Agile Closing
  • Retrospectives
  • Closing an Agile Project
Managing a Hybrid Project
  • What is a Hybrid?
  • Factors in Determining a Hybrid Model
  • Challenges and Solutions
Summary and Next Steps
  • Review of course goals, objectives, and content

Speakers
avatar for Rubin Jen

Rubin Jen

Senior Consultant & Trainer, International Institute for Learning, IIL
Rubin Jen (PMP®, ScrumMaster®, Change Management Practitioner, ITIL® Foundationhas been in the project management field for over 23 years, spanning aerospace, engineering, telecom, software development, outsourcing, consulting and government sectors, with companies such as Bombardier... Read More →


Saturday December 8, 2018 11:15am - 12:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

11:15am

Masterclass 3: PMO Establishment
The Project Management Office
A Building Block for Achieving and Managing PM & PPM Excellence


Prerequisites
Good understanding of project management
Course Level
Intermediate / Advanced
 
About the Program
This course addresses the rational of how and why to integrate a project management office (PMO) into the organization while avoiding bureaucracy, turf wars, and other resistance to a disciplined and yet flexible PM process to support  effective portfolio management.
Working with our experts you will assess the needs of your organization for a PMO, be ready to design the kind of PMO that will be most effective for you, and define the path to PM maturity and competency.
You will discuss different types of PMOs, project autonomy, the methodology role of the PMO, whether the PMO should be the “home” of project managers or an enabling organization that serves as a Centre Of Excellence or both.
Who Should Attend
The course is designed for senior PM practitioners, PMO staff, managers of PMs, and others who want to know what a good PMO is and how to build and maintain one.
Performance Focus
The goal of this course is to equip the participant with the necessary knowledge and skills to establish, improve, and work with a project management office (PMO) that will be the catalyst for project and portfolio management excellence.
What You Will Learn
You’ll learn how to:
  • Describe what are the benefits and success factors for an organization to have a PMO
  • Identify different views of PMO and project success
  • Assess the role of the PMO as a facilitator to assure success and value for all stakeholders
  • Recognize that the PMO can operate on a continuum from providing specific functions that support individual projects to being responsible for the results of all of the enterprise’s projects
  • Describe project management maturity, metrics at maturity levels, and the roles and responsibilities of the PMO
  • Describe the role of the PMO in supporting project, program and portfolio management excellence
  • Analyze and select the right type of PMO for your organization
  • Develop the steps needed to implement a PMO
 
Course Overview
Getting Started
  • Introductions
  • Course structure
  • Course goals
  • Course objectives
  • Target audience

Foundation Concepts
  • Defining PMO and EPM
  • The importance of a PMO
  • The desired organizational environment

PMO Success: The Different Measures and Views
  • Definition of PMO & project success
  • Client and team views of project success
  • Ways to quantify project success
  • Approach to measure the value of a PMO

PMO: the right type of PMO
  • Definition of maturity and organizational project management
  • Types of PMOs
  • Metrics and key performance indicators
  • Role of the PMO in the maturity assessment process

PMO Functions: Project-Focused and Enterprise-Focused
  • Organization goals and their influence on PMO functions
  • Different levels of coverage for the PMO in the organization
  • Project-focused functions
  • Enterprise-oriented functions (e.g. reporting processes)

The PMO and Project Control, Audit, and Recovery
  • Establishing a control process to identify troubled projects
  • Describing the PMO’s role in review, audit, and recovery
o  Identifying troubled projects and conducting a project audit
o  Supporting project recovery

The PMO’s Role in P3 Excellence Development
  • Definition of excellence
  • The importance of competency and excellence
  • The PMO as a Centre Of P3 Excellence

PMO Implementation - Ten-Step Process
  • Goals for the PMO
  • Commitment for a PMO
  • PMO functions, roles, and responsibilities
  • Processes and tools to be provided by the PMO
  • The PMO resource estimation process
  • The needed budget for the PMO
  • Staffing the PMO
  • Assimilating the PMO

Recap & Closing

Speakers
avatar for Wolfgang Wendl

Wolfgang Wendl

Senior Consultant and Trainer, International Institute for Learning (IIL)
Wolfgang is a senior consultant, trainer and a specialist in project management. He has over 15 years of experience in International Project Management as a project manager, trainer, coach, and business analyst in various industries including; IT, Software Development, Automotive... Read More →


Saturday December 8, 2018 11:15am - 12:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

11:15am

Masterclass 4: Use of Big Data and AI in PM
Course Description
Artificial Intelligence (AI) and Big Data have come together to drive innovation in 2018 and 2019. AI works to light up Big Data. This combination elevates the potential for you to realize significant insights into customers, trends, and products in your domain. Big Data without analysis and tools that can navigate the petabytes of data, is much about nothing. This collectively is the art and science of Data Analytics. This includes general users, the dedicated Project Manager and Business Analyst role, and the specialized Data Scientist roles.
This course explores the value that is in the intersection of Big Data and AI as practiced with Data Analytics. We will look at the potential and the dangers that exist. We will also view the trends of Big Data and AI, providing a pragmatic and applicable survey of the technologies and the business applications.

Course Objectives
  • Evaluate what is realized, what is promised and what are the challenges of Big Data
  • Establish a plan allowing you to get the most out of a Big Data and AI using a Data Analytics initiative
  • Review the architecture and technical components of Big Data and Data Analytics
  • Investigate Data Mining and other applications for Big Data and Data Analytics

Course Topics

Introduction to Data analysis and analytics
  • Data analysis approach
  • Questions
  • Collecting data
  • Analyze data
  • The data analysis process
  • Interpreting the results
  • Statistics
  • Rules for data analysts
Big Data
  • Business challenges of Big Data
  • Technical challenges of Big Data
  • Common uses for Big Data
  • Structured, Semi-structured and Unstructured Data
  • Transform data into value for the business
  • Working with Big Data
  • Locating
  • Extracting
  • Processing
  • Storage
  • Analysis
  • Representation
  • Identifying data sources
  • Applying Big Data to business problems
Interpreting the Big Data
  • Guarding against bias
  • Conclusions
  • Conclusion validity
  • Internal validity
  • Construct validity
  • External validity or generalizing
Data Visualization
  • Plots and charts
  • Aggregation
  • Scaling
  • Normalizing data
  • Dimension reduction
  • Correlation
Applying analytics
  • Classification
  • Business examples for Data Mining – classification
  • Predictive Analytics
  • Business examples for Data Mining -  prediction
  • Clustering
  • Neural networks
Artificial Intelligence
  • Artificial Intelligence Introduction Course for Beginners
  • Artificial Intelligence Introduction
  • Decoding AI, what is it all about?
  • Use cases in various industries
  • Introduction to Machine Learning (ML) and Deep Learning
  • Innovations in AI and ML
  • Applications of AI
  • How to develop AI products
Final Words
  • Artificial intelligence
  • Where are we now
  • Where are we going to be
  • Making things happen with data analytics and big data

Speakers
avatar for George Bridges

George Bridges

Senior Consultant and Trainer, International Institute for Learning (IIL)
George is currently a Senior Consultant and Trainer in Project Management and Business Analysis with International Institute since 2005. George has more than 40 years of experience in business systems analysis, business process modeling, operations research and Information Technology.George... Read More →


Saturday December 8, 2018 11:15am - 12:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

11:15am

Masterclass 4: Use of Big Data and AI in PM
Course Description
Artificial Intelligence (AI) and Big Data have come together to drive innovation in 2018 and 2019. AI works to light up Big Data. This combination elevates the potential for you to realize significant insights into customers, trends, and products in your domain. Big Data without analysis and tools that can navigate the petabytes of data, is much about nothing. This collectively is the art and science of Data Analytics. This includes general users, the dedicated Project Manager and Business Analyst role, and the specialized Data Scientist roles.
This course explores the value that is in the intersection of Big Data and AI as practiced with Data Analytics. We will look at the potential and the dangers that exist. We will also view the trends of Big Data and AI, providing a pragmatic and applicable survey of the technologies and the business applications.

Course Objectives
  • Evaluate what is realized, what is promised and what are the challenges of Big Data
  • Establish a plan allowing you to get the most out of a Big Data and AI using a Data Analytics initiative
  • Review the architecture and technical components of Big Data and Data Analytics
  • Investigate Data Mining and other applications for Big Data and Data Analytics

Course Topics

Introduction to Data analysis and analytics
  • Data analysis approach
  • Questions
  • Collecting data
  • Analyze data
  • The data analysis process
  • Interpreting the results
  • Statistics
  • Rules for data analysts
Big Data
  • Business challenges of Big Data
  • Technical challenges of Big Data
  • Common uses for Big Data
  • Structured, Semi-structured and Unstructured Data
  • Transform data into value for the business
  • Working with Big Data
  • Locating
  • Extracting
  • Processing
  • Storage
  • Analysis
  • Representation
  • Identifying data sources
  • Applying Big Data to business problems
Interpreting the Big Data
  • Guarding against bias
  • Conclusions
  • Conclusion validity
  • Internal validity
  • Construct validity
  • External validity or generalizing
Data Visualization
  • Plots and charts
  • Aggregation
  • Scaling
  • Normalizing data
  • Dimension reduction
  • Correlation
Applying analytics
  • Classification
  • Business examples for Data Mining – classification
  • Predictive Analytics
  • Business examples for Data Mining -  prediction
  • Clustering
  • Neural networks
Artificial Intelligence
  • Artificial Intelligence Introduction Course for Beginners
  • Artificial Intelligence Introduction
  • Decoding AI, what is it all about?
  • Use cases in various industries
  • Introduction to Machine Learning (ML) and Deep Learning
  • Innovations in AI and ML
  • Applications of AI
  • How to develop AI products
Final Words
  • Artificial intelligence
  • Where are we now
  • Where are we going to be
  • Making things happen with data analytics and big data

Speakers
avatar for George Bridges

George Bridges

Senior Consultant and Trainer, International Institute for Learning (IIL)
George is currently a Senior Consultant and Trainer in Project Management and Business Analysis with International Institute since 2005. George has more than 40 years of experience in business systems analysis, business process modeling, operations research and Information Technology.George... Read More →


Saturday December 8, 2018 11:15am - 12:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

11:15am

Masterclass 5: Strategic Business Transformation using PM
Content Focus
This workshop dives deeper into a specific topic in the Project, Program, and Portfolio Management curriculum.

About the Program
This is a practice oriented, experiential, highly interactive, discussion-driven, and experience-sharing consultative workshop. The objective of the workshop is for learners to enhance their capability to proactively align their real-world projects to organization strategies and improve performance on business transformation initiatives. The course delivery strategy is to learn both from the instructor/consultant/coach and from the diverse shared experiences of other participants. The workshop emphasizes several models for real-time thinking, assessment, planning, and action; culminating with practice for real-world applications. Models covered include the following.

  • Porter’s Five Forces for strategy
  • McKinsey’s 7S for multi-dimensional nature of transformation
  • Daryl Connor’s change management model for human resistance
  • A simple 8-step project management life cycle for integration
Who Should Attend
  • Executives
  • Managers
  • Individual contributors
  • Anyone involved with strategic business transformation
 
What You Will Learn
At the end of this program, you will be able to:
  • Describe and utilize four simple, yet powerful models for assessing, planning, executing, and managing business transformations in dynamic, competitive, often highly regulated environments
  • Integrate leadership skills, tools, and techniques essential to building support and commitment to difficult, high-risk, high-value initiatives
  • Identify and assess stakeholders so that high-priority needs are addressed in a timely manner
  • Appreciate the competitive value of Project Management in timely transformation
  • Lead others more confidently to reduce stress, utilize resources, and accomplish strategic business objectives in a rapidly and frequently changing business environment
Course Overview
  • Getting Started
  • Interactive introductions
  • Course structure
  • Course goals and objectives
Foundation Concepts
  • The purpose and challenges of business
  • Understanding vision, mission, objectives, and strategies
  • Porter’s Five Forces model
  • McKinsey’s 7S model
  • Connor’s change management model
  • PMI and the 10 Knowledge Areas
  • Eight Step Model – Life Cycle
Strategic Thinking
  • Management and decision making
  • Strategic thinking attributes
  • Tools: Environment identification; SWOT; Value Proposition
  • Thinking at the interpersonal and team level
  • Emotional intelligence
  • Team leadership and trust
Applying critical skills
  • Providing a World View
  • PM as Trusted Advisor
Organization and People Change Management:

Individuals
  • Impact of change
  • Three change models
Individuals and the organization
  • Cultivating a change mindset
  • Analyzing work teams and culture
  • Driving change through team roles
Leading and managing change
  • Following leaders
  • Leadership model

Effective Leadership
  • Definition and process
  • Challenges for the PM in strategic business transformation
  • An effective model for transformation
  • Stakeholder identification and assessment
  • Influence of culture, values, experience, and position
  • Overview of basic skills
  • Key interpersonal skills
  • Team communication skills
  • Situational leadership
  • Meetings
Applying the Fundamentals of Project Management
  • Reviewing the 8-steps of a project management life cycle
  • An Integrated Model for Strategic Project Management
1. Initiation
2. Requirements
3. Work Breakdown Structure
4. Risk
5. Estimating
6. Scheduling
7. Execution
8. Transition

  • Effective communications
  • Monitoring and control – special emphasis
Summary and Next Steps
  • Individual Lessons Learned
  • Workshop Assessment

Speakers
avatar for Dr Bob Barnes

Dr Bob Barnes

Senior Consultant and Trainer, International Institute for Learning, IIL
Dr. Barnes is a professional, entertaining, to-the-point, practical consultant and trainer. His career spans a period of over 40 years in a variety of industries including banking, finance, biomedical engineering, and pharmaceuticals, automotive, transportation, and public utilities... Read More →


Saturday December 8, 2018 11:15am - 12:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

1:00pm

Masterclass 1: Benefit Realization
Abstract
“The best-laid strategies of any organization are useless without proper implementation”, (The Economist Intelligence Unit, 2013).  In today’s complex world, management in both the private and public sector is increasingly concerned by the wide gap between formulating their strategy and the ability to execute on it.  The gap results in missed opportunities and ultimately business failures.
Today’s successful organization must be able to identify new objectives and effectively implement change toward achieving those objectives.  Evidence-led benefits realization lays the cornerstone for this competency.

There are two key elements to consider in benefits management.  The first is the “front end”; what are the benefits, and how does this influence the business case and investment process? However, equally important is the confirming feedback; did we make a good investment as “evidenced” by achieving our intended benefits? It is that last stage, the follow up to confirming the business case, that usually gets lost in the rush to move on to other projects. With a structured benefits realization life cycle, this step is a formal part of the process, including adjustments if the desired results are not initially realized. Therefore, the probability that objectives are met, within acceptable portfolio performance thresholds, increases for organizations who adopt Benefits Realization.

Objectives
Explain the relationships between portfolio, project, and benefits management and successful investments.
Clarify the key roles for the stages in investment analysis, enabling changes, and ‘booking the benefits”.
Discuss and review key aspects of tracking and reporting benefits to ensure successful results
Recognize how to optimize your investments in strategic organizational changes.
 
Who Should Attend 
Intermediate / advanced PMs and BAs, those making investment decisions in project selection and funding, change directors.
 
Course Overview
  • Introduction
  • Logistics of the day
  • Objectives of the participants from the workshop
  • Goals of the workshop
  • Foundation Concepts
  • Introduction to Benefits Management
  • The pressures of change
  • Relationship to PMI’s projects, programs, and portfolios domains
  • Key Components of Benefits Management
  • Alignment of benefits to organizational objectives
  • Use of benefits categorization
  • Documentation
  • Roles
  • The Benefits Management Life Cycle
  • Stages in a change initiative life cycle with respect to benefits realization
  • Examples of prioritization approaches of initiatives for portfolio selection
  • Exercise in developing an Investment Logic Map
  • Roles and Responsibilities
  • Review and discuss the key roles and their importance in benefits management
  • 3 approaches for implementation of benefits management
  • Documentation and Reporting
  • Identifying and documenting the benefits: metrics and measurements
  • Key success criteria
  • The importance of “trends” in tracking benefits
  • Investment reporting versus project / programme reporting
  • Summary and Next Steps
  • Highlights of the workshop
  • Review of content, goals and expectations
  • Personal Action plan

Speakers
avatar for Russel McDowell

Russel McDowell

Senior Consultant and Trainer, International Institute for Learning (IIL)
Russell is Project Management Professional, senior manager, trainer, presenter, author, and speaker with over 30 years of experience working on large-scale projects in a variety of companies and industries. Russell has a proven and disciplined systematic approach to identifying core... Read More →


Saturday December 8, 2018 1:00pm - 2:00pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

1:00pm

Masterclass 2: Agile Project Management
Prerequisites
Basic Agile and PM training or equivalent experience

Content Focus                                                                                                 
  • Role-based – focusing on the Project Manager and how to perform and succeed in an environment that is becoming more and more Agile.
 
About the Program 
This workshop builds on the specific roles and responsibilities of the Project Manager in a traditional environment that can be easily adapted in an Agile environment.  In particular, we will explore what skills and behavioral changes are necessary and how to effectively manage an Agile project, including both specific Agile methods and hybrid models.
You will come away from this workshop with a much deeper understanding of the Agile Project Manager so that individual performance improves on the job.  Improved target results include providing focused leadership, making effective decisions, guiding Agile teams, and overall ability to successfully lead and manage an Agile project.
This course also supports learning requirements for Agile and Scrum certifications from various organizations such as PMI-ACP, PSM I, and PSPO I.
 
Who Should Attend 
  • This workshop is primarily for Project and Program Managers
  • In addition, if you are a Scrum Master, Product Owner, Business Analyst, Team Member, or in any other role where you need to understand how project management functions in the context of an Agile environment, this workshop is also for you
 
Course Overview
Foundation Concepts
Agile History, Values, and Mindset
Agile Benefits
Agile Methods

The Agile Project Manager
Agile Roles and Responsibilities
The Agile Project Manager
Differences between Waterfall and Agile
Agile Accountabilities
 
Initiating and Planning
  • Agile Initiating
  • Project Charter
  • Identify Stakeholders
  • Agile Planning
  • Initial Requirements
  • Estimation
  • Prioritization
  • Release Planning
  • Sprint Planning
Execution
  • Agile Execution
  • Managing and Developing the Agile Team
  • Stakeholder Engagement
  • Removing Impediments
Monitoring & Control and Closing
  • Agile Monitoring & Control
  • Review Meeting
  • Information Radiators
  • Earned Value
  • Agile Closing
  • Retrospectives
  • Closing an Agile Project
Managing a Hybrid Project
  • What is a Hybrid?
  • Factors in Determining a Hybrid Model
  • Challenges and Solutions
Summary and Next Steps
  • Review of course goals, objectives, and content

Speakers
avatar for Rubin Jen

Rubin Jen

Senior Consultant & Trainer, International Institute for Learning, IIL
Rubin Jen (PMP®, ScrumMaster®, Change Management Practitioner, ITIL® Foundationhas been in the project management field for over 23 years, spanning aerospace, engineering, telecom, software development, outsourcing, consulting and government sectors, with companies such as Bombardier... Read More →


Saturday December 8, 2018 1:00pm - 2:00pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

1:00pm

Masterclass 3: PMO Establishment
The Project Management Office
A Building Block for Achieving and Managing PM & PPM Excellence


Prerequisites
Good understanding of project management
Course Level
Intermediate / Advanced
 
About the Program
This course addresses the rational of how and why to integrate a project management office (PMO) into the organization while avoiding bureaucracy, turf wars, and other resistance to a disciplined and yet flexible PM process to support  effective portfolio management.
Working with our experts you will assess the needs of your organization for a PMO, be ready to design the kind of PMO that will be most effective for you, and define the path to PM maturity and competency.
You will discuss different types of PMOs, project autonomy, the methodology role of the PMO, whether the PMO should be the “home” of project managers or an enabling organization that serves as a Centre Of Excellence or both.
Who Should Attend
The course is designed for senior PM practitioners, PMO staff, managers of PMs, and others who want to know what a good PMO is and how to build and maintain one.
Performance Focus
The goal of this course is to equip the participant with the necessary knowledge and skills to establish, improve, and work with a project management office (PMO) that will be the catalyst for project and portfolio management excellence.
What You Will Learn
You’ll learn how to:
  • Describe what are the benefits and success factors for an organization to have a PMO
  • Identify different views of PMO and project success
  • Assess the role of the PMO as a facilitator to assure success and value for all stakeholders
  • Recognize that the PMO can operate on a continuum from providing specific functions that support individual projects to being responsible for the results of all of the enterprise’s projects
  • Describe project management maturity, metrics at maturity levels, and the roles and responsibilities of the PMO
  • Describe the role of the PMO in supporting project, program and portfolio management excellence
  • Analyze and select the right type of PMO for your organization
  • Develop the steps needed to implement a PMO
 
Course Overview
Getting Started
  • Introductions
  • Course structure
  • Course goals
  • Course objectives
  • Target audience

Foundation Concepts
  • Defining PMO and EPM
  • The importance of a PMO
  • The desired organizational environment

PMO Success: The Different Measures and Views
  • Definition of PMO & project success
  • Client and team views of project success
  • Ways to quantify project success
  • Approach to measure the value of a PMO

PMO: the right type of PMO
  • Definition of maturity and organizational project management
  • Types of PMOs
  • Metrics and key performance indicators
  • Role of the PMO in the maturity assessment process

PMO Functions: Project-Focused and Enterprise-Focused
  • Organization goals and their influence on PMO functions
  • Different levels of coverage for the PMO in the organization
  • Project-focused functions
  • Enterprise-oriented functions (e.g. reporting processes)

The PMO and Project Control, Audit, and Recovery
  • Establishing a control process to identify troubled projects
  • Describing the PMO’s role in review, audit, and recovery
o  Identifying troubled projects and conducting a project audit
o  Supporting project recovery

The PMO’s Role in P3 Excellence Development
  • Definition of excellence
  • The importance of competency and excellence
  • The PMO as a Centre Of P3 Excellence

PMO Implementation - Ten-Step Process
  • Goals for the PMO
  • Commitment for a PMO
  • PMO functions, roles, and responsibilities
  • Processes and tools to be provided by the PMO
  • The PMO resource estimation process
  • The needed budget for the PMO
  • Staffing the PMO
  • Assimilating the PMO

Recap & Closing

Speakers
avatar for Wolfgang Wendl

Wolfgang Wendl

Senior Consultant and Trainer, International Institute for Learning (IIL)
Wolfgang is a senior consultant, trainer and a specialist in project management. He has over 15 years of experience in International Project Management as a project manager, trainer, coach, and business analyst in various industries including; IT, Software Development, Automotive... Read More →


Saturday December 8, 2018 1:00pm - 2:00pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

1:00pm

Masterclass 4: Use of Big Data and AI in PM
Course Description
Artificial Intelligence (AI) and Big Data have come together to drive innovation in 2018 and 2019. AI works to light up Big Data. This combination elevates the potential for you to realize significant insights into customers, trends, and products in your domain. Big Data without analysis and tools that can navigate the petabytes of data, is much about nothing. This collectively is the art and science of Data Analytics. This includes general users, the dedicated Project Manager and Business Analyst role, and the specialized Data Scientist roles.
This course explores the value that is in the intersection of Big Data and AI as practiced with Data Analytics. We will look at the potential and the dangers that exist. We will also view the trends of Big Data and AI, providing a pragmatic and applicable survey of the technologies and the business applications.

Course Objectives
  • Evaluate what is realized, what is promised and what are the challenges of Big Data
  • Establish a plan allowing you to get the most out of a Big Data and AI using a Data Analytics initiative
  • Review the architecture and technical components of Big Data and Data Analytics
  • Investigate Data Mining and other applications for Big Data and Data Analytics

Course Topics

Introduction to Data analysis and analytics
  • Data analysis approach
  • Questions
  • Collecting data
  • Analyze data
  • The data analysis process
  • Interpreting the results
  • Statistics
  • Rules for data analysts
Big Data
  • Business challenges of Big Data
  • Technical challenges of Big Data
  • Common uses for Big Data
  • Structured, Semi-structured and Unstructured Data
  • Transform data into value for the business
  • Working with Big Data
  • Locating
  • Extracting
  • Processing
  • Storage
  • Analysis
  • Representation
  • Identifying data sources
  • Applying Big Data to business problems
Interpreting the Big Data
  • Guarding against bias
  • Conclusions
  • Conclusion validity
  • Internal validity
  • Construct validity
  • External validity or generalizing
Data Visualization
  • Plots and charts
  • Aggregation
  • Scaling
  • Normalizing data
  • Dimension reduction
  • Correlation
Applying analytics
  • Classification
  • Business examples for Data Mining – classification
  • Predictive Analytics
  • Business examples for Data Mining -  prediction
  • Clustering
  • Neural networks
Artificial Intelligence
  • Artificial Intelligence Introduction Course for Beginners
  • Artificial Intelligence Introduction
  • Decoding AI, what is it all about?
  • Use cases in various industries
  • Introduction to Machine Learning (ML) and Deep Learning
  • Innovations in AI and ML
  • Applications of AI
  • How to develop AI products
Final Words
  • Artificial intelligence
  • Where are we now
  • Where are we going to be
  • Making things happen with data analytics and big data

Speakers
avatar for George Bridges

George Bridges

Senior Consultant and Trainer, International Institute for Learning (IIL)
George is currently a Senior Consultant and Trainer in Project Management and Business Analysis with International Institute since 2005. George has more than 40 years of experience in business systems analysis, business process modeling, operations research and Information Technology.George... Read More →


Saturday December 8, 2018 1:00pm - 2:00pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

1:00pm

Masterclass 5: Strategic Business Transformation using PM
Content Focus
This workshop dives deeper into a specific topic in the Project, Program, and Portfolio Management curriculum.

About the Program
This is a practice oriented, experiential, highly interactive, discussion-driven, and experience-sharing consultative workshop. The objective of the workshop is for learners to enhance their capability to proactively align their real-world projects to organization strategies and improve performance on business transformation initiatives. The course delivery strategy is to learn both from the instructor/consultant/coach and from the diverse shared experiences of other participants. The workshop emphasizes several models for real-time thinking, assessment, planning, and action; culminating with practice for real-world applications. Models covered include the following.

  • Porter’s Five Forces for strategy
  • McKinsey’s 7S for multi-dimensional nature of transformation
  • Daryl Connor’s change management model for human resistance
  • A simple 8-step project management life cycle for integration
Who Should Attend
  • Executives
  • Managers
  • Individual contributors
  • Anyone involved with strategic business transformation
 
What You Will Learn
At the end of this program, you will be able to:
  • Describe and utilize four simple, yet powerful models for assessing, planning, executing, and managing business transformations in dynamic, competitive, often highly regulated environments
  • Integrate leadership skills, tools, and techniques essential to building support and commitment to difficult, high-risk, high-value initiatives
  • Identify and assess stakeholders so that high-priority needs are addressed in a timely manner
  • Appreciate the competitive value of Project Management in timely transformation
  • Lead others more confidently to reduce stress, utilize resources, and accomplish strategic business objectives in a rapidly and frequently changing business environment
Course Overview
  • Getting Started
  • Interactive introductions
  • Course structure
  • Course goals and objectives
Foundation Concepts
  • The purpose and challenges of business
  • Understanding vision, mission, objectives, and strategies
  • Porter’s Five Forces model
  • McKinsey’s 7S model
  • Connor’s change management model
  • PMI and the 10 Knowledge Areas
  • Eight Step Model – Life Cycle
Strategic Thinking
  • Management and decision making
  • Strategic thinking attributes
  • Tools: Environment identification; SWOT; Value Proposition
  • Thinking at the interpersonal and team level
  • Emotional intelligence
  • Team leadership and trust
Applying critical skills
  • Providing a World View
  • PM as Trusted Advisor
Organization and People Change Management:

Individuals
  • Impact of change
  • Three change models
Individuals and the organization
  • Cultivating a change mindset
  • Analyzing work teams and culture
  • Driving change through team roles
Leading and managing change
  • Following leaders
  • Leadership model

Effective Leadership
  • Definition and process
  • Challenges for the PM in strategic business transformation
  • An effective model for transformation
  • Stakeholder identification and assessment
  • Influence of culture, values, experience, and position
  • Overview of basic skills
  • Key interpersonal skills
  • Team communication skills
  • Situational leadership
  • Meetings
Applying the Fundamentals of Project Management
  • Reviewing the 8-steps of a project management life cycle
  • An Integrated Model for Strategic Project Management
1. Initiation
2. Requirements
3. Work Breakdown Structure
4. Risk
5. Estimating
6. Scheduling
7. Execution
8. Transition

  • Effective communications
  • Monitoring and control – special emphasis
Summary and Next Steps
  • Individual Lessons Learned
  • Workshop Assessment

Speakers
avatar for Dr Bob Barnes

Dr Bob Barnes

Senior Consultant and Trainer, International Institute for Learning, IIL
Dr. Barnes is a professional, entertaining, to-the-point, practical consultant and trainer. His career spans a period of over 40 years in a variety of industries including banking, finance, biomedical engineering, and pharmaceuticals, automotive, transportation, and public utilities... Read More →


Saturday December 8, 2018 1:00pm - 2:00pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

3:00pm

Masterclass 6: Delivering Project Management Excellence with Planisware
  • Get PPM best practices from various industries and methodologies
  • Learn how Planisware helps great companies to convert their challenges into success
  • See how Planisware handles change and complexity in big projects
  • See how going/scaling agile approach can help you to better manage your projects
  • See how Planisware helps you to manage updates from your suppliers & sub-contractors via Extended Enterprise
  • See how Planisware introduces statistical learning and predictive analysis in Project Management

Saturday December 8, 2018 3:00pm - 5:00pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

3:00pm

Masterclass 7: Managing Successful Healthcare Projects (by invitation only)
Limited Capacity seats available

Managing Successful Healthcare Projects: Transforming into Patient Centric Value

Why should the patient be at the core of any healthcare project, and how can we ensure that all of our projects are maintaining patient centric value at the core. Managing healthcare projects (be it in technology, business management, engineering & construction or clinical) over the past decade has shifted from focusing on the classical triple constraint model, into a focus of enhancing the overall well-being and patient experience. This is a must course for any Project Manager delivering a project for the healthcare sector,  
Attendees of this course will get to understand how healthcare projects differ intrinsically from any normal type of project, and how to successfully setup, execute, handover and activate projects and programs that deliver benefits in the healthcare sector, and puts the patient first.
Healthcare Management Professionals (Medical Directors, Hospital Management Staff, Charge Nurses…
Healthcare professionals engaged in delivering or managing projects (Doctors, Nurses, Paramedical roles)  
Administrative and managerial roles in healthcare managing projects
Management Consultants, IT professionals, Engineering professionals working with healthcare sector
Professionals interested in healthcare project management
The Course takes the attendee through 5 main modules:

Module 1: Healthcare Projects and Programs: The Distinction
-    Projects as a tool for Strategy Implementation
-    What is a Project? Where do good projects come from?
-    The Role of a Successful Healthcare Project Manager
-    Healthcare Projects Vs. other projects

Module 2: Setup: Putting the Patient First
-    Starting with Why: Business case of a patient centric value delivery
-    Defining the Who: Stakeholder definition and engagement
-    Deciding on the What: Scope definition & Deliverables
-    Working with the How: Schedule, milestone and assignment
-    Working with the How: Budgeting and Cost Estimating
-    Working with the How: Communication Planning
-    Thinking of the What If: Risk Assessment & Mitigation

Module 3: Execute
-    Putting the plans in action
-    Managing stakeholders expectations
-    Dealing with issues, delays, and conflicts
-    Reporting performance and communicating bad news

Module 4: Hand over and Transition Management
-    Planning for transition and handover
-    Building the capability: Conducting the handover
-    Signing off Deliverables and close out

Module 5: Activation of Results
-    Turning Project Output into value
-    Sustaining the Value

The master class is designed with examples and scenarios from real life healthcare projects that annotates both failed and successful examples to enhance the learning experience.

Speakers
avatar for Nada A. Abandah

Nada A. Abandah

Transformation Consultant, PMO, OPM3, PgMP, Dubai Health Authority
With passion to help organizations transform their potential into real performance, Ms. Abandah uses her 15+ experience consulting and practical experience to enable real and rapid change in organizations across various industries. With solid background in Organizational Maturity... Read More →


Saturday December 8, 2018 3:00pm - 8:00pm
Joharah Ballroom - Madinat Jumeirah Conference Centre
 
Sunday, December 9
 

9:30am

Masterclass 1: Benefit Realization
Abstract
“The best-laid strategies of any organization are useless without proper implementation”, (The Economist Intelligence Unit, 2013).  In today’s complex world, management in both the private and public sector is increasingly concerned by the wide gap between formulating their strategy and the ability to execute on it.  The gap results in missed opportunities and ultimately business failures.
Today’s successful organization must be able to identify new objectives and effectively implement change toward achieving those objectives.  Evidence-led benefits realization lays the cornerstone for this competency.

There are two key elements to consider in benefits management.  The first is the “front end”; what are the benefits, and how does this influence the business case and investment process? However, equally important is the confirming feedback; did we make a good investment as “evidenced” by achieving our intended benefits? It is that last stage, the follow up to confirming the business case, that usually gets lost in the rush to move on to other projects. With a structured benefits realization life cycle, this step is a formal part of the process, including adjustments if the desired results are not initially realized. Therefore, the probability that objectives are met, within acceptable portfolio performance thresholds, increases for organizations who adopt Benefits Realization.

Objectives
Explain the relationships between portfolio, project, and benefits management and successful investments.
Clarify the key roles for the stages in investment analysis, enabling changes, and ‘booking the benefits”.
Discuss and review key aspects of tracking and reporting benefits to ensure successful results
Recognize how to optimize your investments in strategic organizational changes.
 
Who Should Attend 
Intermediate / advanced PMs and BAs, those making investment decisions in project selection and funding, change directors.
 
Course Overview
  • Introduction
  • Logistics of the day
  • Objectives of the participants from the workshop
  • Goals of the workshop
  • Foundation Concepts
  • Introduction to Benefits Management
  • The pressures of change
  • Relationship to PMI’s projects, programs, and portfolios domains
  • Key Components of Benefits Management
  • Alignment of benefits to organizational objectives
  • Use of benefits categorization
  • Documentation
  • Roles
  • The Benefits Management Life Cycle
  • Stages in a change initiative life cycle with respect to benefits realization
  • Examples of prioritization approaches of initiatives for portfolio selection
  • Exercise in developing an Investment Logic Map
  • Roles and Responsibilities
  • Review and discuss the key roles and their importance in benefits management
  • 3 approaches for implementation of benefits management
  • Documentation and Reporting
  • Identifying and documenting the benefits: metrics and measurements
  • Key success criteria
  • The importance of “trends” in tracking benefits
  • Investment reporting versus project / programme reporting
  • Summary and Next Steps
  • Highlights of the workshop
  • Review of content, goals and expectations
  • Personal Action plan

Speakers
avatar for Russel McDowell

Russel McDowell

Senior Consultant and Trainer, International Institute for Learning (IIL)
Russell is Project Management Professional, senior manager, trainer, presenter, author, and speaker with over 30 years of experience working on large-scale projects in a variety of companies and industries. Russell has a proven and disciplined systematic approach to identifying core... Read More →


Sunday December 9, 2018 9:30am - 11:15am
Joharah Ballroom - Madinat Jumeirah Conference Centre

9:30am

Masterclass 2: Agile Project Management
Prerequisites
Basic Agile and PM training or equivalent experience

Content Focus                                                                                                 
  • Role-based – focusing on the Project Manager and how to perform and succeed in an environment that is becoming more and more Agile.
 
About the Program 
This workshop builds on the specific roles and responsibilities of the Project Manager in a traditional environment that can be easily adapted in an Agile environment.  In particular, we will explore what skills and behavioral changes are necessary and how to effectively manage an Agile project, including both specific Agile methods and hybrid models.
You will come away from this workshop with a much deeper understanding of the Agile Project Manager so that individual performance improves on the job.  Improved target results include providing focused leadership, making effective decisions, guiding Agile teams, and overall ability to successfully lead and manage an Agile project.
This course also supports learning requirements for Agile and Scrum certifications from various organizations such as PMI-ACP, PSM I, and PSPO I.
 
Who Should Attend 
  • This workshop is primarily for Project and Program Managers
  • In addition, if you are a Scrum Master, Product Owner, Business Analyst, Team Member, or in any other role where you need to understand how project management functions in the context of an Agile environment, this workshop is also for you
 
Course Overview
Foundation Concepts
Agile History, Values, and Mindset
Agile Benefits
Agile Methods

The Agile Project Manager
Agile Roles and Responsibilities
The Agile Project Manager
Differences between Waterfall and Agile
Agile Accountabilities
 
Initiating and Planning
  • Agile Initiating
  • Project Charter
  • Identify Stakeholders
  • Agile Planning
  • Initial Requirements
  • Estimation
  • Prioritization
  • Release Planning
  • Sprint Planning
Execution
  • Agile Execution
  • Managing and Developing the Agile Team
  • Stakeholder Engagement
  • Removing Impediments
Monitoring & Control and Closing
  • Agile Monitoring & Control
  • Review Meeting
  • Information Radiators
  • Earned Value
  • Agile Closing
  • Retrospectives
  • Closing an Agile Project
Managing a Hybrid Project
  • What is a Hybrid?
  • Factors in Determining a Hybrid Model
  • Challenges and Solutions
Summary and Next Steps
  • Review of course goals, objectives, and content

Speakers
avatar for Rubin Jen

Rubin Jen

Senior Consultant & Trainer, International Institute for Learning, IIL
Rubin Jen (PMP®, ScrumMaster®, Change Management Practitioner, ITIL® Foundationhas been in the project management field for over 23 years, spanning aerospace, engineering, telecom, software development, outsourcing, consulting and government sectors, with companies such as Bombardier... Read More →


Sunday December 9, 2018 9:30am - 11:15am
Joharah Ballroom - Madinat Jumeirah Conference Centre

9:30am

Masterclass 3: PMO Establishment
The Project Management Office
A Building Block for Achieving and Managing PM & PPM Excellence


Prerequisites
Good understanding of project management
Course Level
Intermediate / Advanced
 
About the Program
This course addresses the rational of how and why to integrate a project management office (PMO) into the organization while avoiding bureaucracy, turf wars, and other resistance to a disciplined and yet flexible PM process to support  effective portfolio management.
Working with our experts you will assess the needs of your organization for a PMO, be ready to design the kind of PMO that will be most effective for you, and define the path to PM maturity and competency.
You will discuss different types of PMOs, project autonomy, the methodology role of the PMO, whether the PMO should be the “home” of project managers or an enabling organization that serves as a Centre Of Excellence or both.
Who Should Attend
The course is designed for senior PM practitioners, PMO staff, managers of PMs, and others who want to know what a good PMO is and how to build and maintain one.
Performance Focus
The goal of this course is to equip the participant with the necessary knowledge and skills to establish, improve, and work with a project management office (PMO) that will be the catalyst for project and portfolio management excellence.
What You Will Learn
You’ll learn how to:
  • Describe what are the benefits and success factors for an organization to have a PMO
  • Identify different views of PMO and project success
  • Assess the role of the PMO as a facilitator to assure success and value for all stakeholders
  • Recognize that the PMO can operate on a continuum from providing specific functions that support individual projects to being responsible for the results of all of the enterprise’s projects
  • Describe project management maturity, metrics at maturity levels, and the roles and responsibilities of the PMO
  • Describe the role of the PMO in supporting project, program and portfolio management excellence
  • Analyze and select the right type of PMO for your organization
  • Develop the steps needed to implement a PMO
 
Course Overview
Getting Started
  • Introductions
  • Course structure
  • Course goals
  • Course objectives
  • Target audience

Foundation Concepts
  • Defining PMO and EPM
  • The importance of a PMO
  • The desired organizational environment

PMO Success: The Different Measures and Views
  • Definition of PMO & project success
  • Client and team views of project success
  • Ways to quantify project success
  • Approach to measure the value of a PMO

PMO: the right type of PMO
  • Definition of maturity and organizational project management
  • Types of PMOs
  • Metrics and key performance indicators
  • Role of the PMO in the maturity assessment process

PMO Functions: Project-Focused and Enterprise-Focused
  • Organization goals and their influence on PMO functions
  • Different levels of coverage for the PMO in the organization
  • Project-focused functions
  • Enterprise-oriented functions (e.g. reporting processes)

The PMO and Project Control, Audit, and Recovery
  • Establishing a control process to identify troubled projects
  • Describing the PMO’s role in review, audit, and recovery
o  Identifying troubled projects and conducting a project audit
o  Supporting project recovery

The PMO’s Role in P3 Excellence Development
  • Definition of excellence
  • The importance of competency and excellence
  • The PMO as a Centre Of P3 Excellence

PMO Implementation - Ten-Step Process
  • Goals for the PMO
  • Commitment for a PMO
  • PMO functions, roles, and responsibilities
  • Processes and tools to be provided by the PMO
  • The PMO resource estimation process
  • The needed budget for the PMO
  • Staffing the PMO
  • Assimilating the PMO

Recap & Closing

Speakers
avatar for Wolfgang Wendl

Wolfgang Wendl

Senior Consultant and Trainer, International Institute for Learning (IIL)
Wolfgang is a senior consultant, trainer and a specialist in project management. He has over 15 years of experience in International Project Management as a project manager, trainer, coach, and business analyst in various industries including; IT, Software Development, Automotive... Read More →


Sunday December 9, 2018 9:30am - 11:15am
Joharah Ballroom - Madinat Jumeirah Conference Centre

9:30am

Masterclass 4: Use of Big Data and AI in PM
Course Description
Artificial Intelligence (AI) and Big Data have come together to drive innovation in 2018 and 2019. AI works to light up Big Data. This combination elevates the potential for you to realize significant insights into customers, trends, and products in your domain. Big Data without analysis and tools that can navigate the petabytes of data, is much about nothing. This collectively is the art and science of Data Analytics. This includes general users, the dedicated Project Manager and Business Analyst role, and the specialized Data Scientist roles.
This course explores the value that is in the intersection of Big Data and AI as practiced with Data Analytics. We will look at the potential and the dangers that exist. We will also view the trends of Big Data and AI, providing a pragmatic and applicable survey of the technologies and the business applications.

Course Objectives
  • Evaluate what is realized, what is promised and what are the challenges of Big Data
  • Establish a plan allowing you to get the most out of a Big Data and AI using a Data Analytics initiative
  • Review the architecture and technical components of Big Data and Data Analytics
  • Investigate Data Mining and other applications for Big Data and Data Analytics

Course Topics

Introduction to Data analysis and analytics
  • Data analysis approach
  • Questions
  • Collecting data
  • Analyze data
  • The data analysis process
  • Interpreting the results
  • Statistics
  • Rules for data analysts
Big Data
  • Business challenges of Big Data
  • Technical challenges of Big Data
  • Common uses for Big Data
  • Structured, Semi-structured and Unstructured Data
  • Transform data into value for the business
  • Working with Big Data
  • Locating
  • Extracting
  • Processing
  • Storage
  • Analysis
  • Representation
  • Identifying data sources
  • Applying Big Data to business problems
Interpreting the Big Data
  • Guarding against bias
  • Conclusions
  • Conclusion validity
  • Internal validity
  • Construct validity
  • External validity or generalizing
Data Visualization
  • Plots and charts
  • Aggregation
  • Scaling
  • Normalizing data
  • Dimension reduction
  • Correlation
Applying analytics
  • Classification
  • Business examples for Data Mining – classification
  • Predictive Analytics
  • Business examples for Data Mining -  prediction
  • Clustering
  • Neural networks
Artificial Intelligence
  • Artificial Intelligence Introduction Course for Beginners
  • Artificial Intelligence Introduction
  • Decoding AI, what is it all about?
  • Use cases in various industries
  • Introduction to Machine Learning (ML) and Deep Learning
  • Innovations in AI and ML
  • Applications of AI
  • How to develop AI products
Final Words
  • Artificial intelligence
  • Where are we now
  • Where are we going to be
  • Making things happen with data analytics and big data

Speakers
avatar for George Bridges

George Bridges

Senior Consultant and Trainer, International Institute for Learning (IIL)
George is currently a Senior Consultant and Trainer in Project Management and Business Analysis with International Institute since 2005. George has more than 40 years of experience in business systems analysis, business process modeling, operations research and Information Technology.George... Read More →


Sunday December 9, 2018 9:30am - 11:15am
Joharah Ballroom - Madinat Jumeirah Conference Centre

9:30am

Masterclass 5: Strategic Business Transformation using PM
Content Focus
This workshop dives deeper into a specific topic in the Project, Program, and Portfolio Management curriculum.

About the Program
This is a practice oriented, experiential, highly interactive, discussion-driven, and experience-sharing consultative workshop.  The objective of the workshop is for learners to enhance their capability to proactively align their real-world projects to organization strategies and improve performance on business transformation initiatives.   The course delivery strategy is to learn both from the instructor/consultant/coach and from the diverse shared experiences of other participants. The workshop emphasizes several models for real-time thinking, assessment, planning, and action; culminating with practice for real-world applications.  Models covered include the following.
  • Porter’s Five Forces for strategy 
  • McKinsey’s 7S for multi-dimensional nature of transformation
  • Daryl Connor’s change management model for human resistance
  • A simple 8-step project management life cycle for integration
Who Should Attend
  • Executives
  • Managers
  • Individual contributors
  • Anyone involved with strategic business transformation
 
What You Will Learn
At the end of this program, you will be able to:
  • Describe and utilize four simple, yet powerful models for assessing, planning, executing, and managing business transformations in dynamic, competitive, often highly regulated environments
  • Integrate leadership skills, tools, and techniques essential to building support and commitment to difficult, high-risk, high-value initiatives
  • Identify and assess stakeholders so that high-priority needs are addressed in a timely manner
  • Appreciate the competitive value of Project Management in timely transformation
  • Lead others more confidently to reduce stress, utilize resources, and accomplish strategic business objectives in a rapidly and frequently changing business environment
Course Overview
Getting Started
  • Interactive introductions
  • Course structure
  • Course goals and objectives
  • Foundation Concepts
  • The purpose and challenges of business
  • Understanding vision, mission, objectives, and strategies
  • Porter’s Five Forces model
  • McKinsey’s 7S model
  • Connor’s change management model
  • PMI and the 10 Knowledge Areas
  • Eight Step Model – Life Cycle
Strategic Thinking
  • Management and decision making
  • Strategic thinking attributes
  • Tools:  Environment identification; SWOT; Value Proposition
  • Thinking at the interpersonal and team level
  • Emotional intelligence
  • Team leadership and trust
Applying critical skills
  • Providing a World View
  • PM as Trusted Advisor
Organization and People Change Management:
Individuals
  • Impact of change
  • Three change models
Individuals and the organization
  • Cultivating a change mindset
  • Analyzing work teams and culture
  • Driving change through team roles
Leading and managing change
  • Following leaders
  • Leadership model
Effective Leadership
  • Definition and process
  • Challenges for the PM in strategic business transformation
  • An effective model for transformation
  • Stakeholder identification and assessment
  • Influence of culture, values, experience, and position
  • Overview of basic skills
  • Key interpersonal skills
  • Team communication skills
  • Situational leadership
  • Meetings
Applying the Fundamentals of Project Management
  • Reviewing the 8-steps of a project management life cycle
  • An Integrated Model for Strategic Project Management
1. Initiation
2. Requirements
3. Work Breakdown Structure
4. Risk
5. Estimating
6. Scheduling
7. Execution
8. Transition
  • Effective communications
  • Monitoring and control – special emphasis
Summary and Next Steps
Individual Lessons Learned
  • Workshop Assessment

Speakers
avatar for Dr Bob Barnes

Dr Bob Barnes

Senior Consultant and Trainer, International Institute for Learning, IIL
Dr. Barnes is a professional, entertaining, to-the-point, practical consultant and trainer. His career spans a period of over 40 years in a variety of industries including banking, finance, biomedical engineering, and pharmaceuticals, automotive, transportation, and public utilities... Read More →


Sunday December 9, 2018 9:30am - 11:15am
Joharah Ballroom - Madinat Jumeirah Conference Centre

12:00pm

Masterclass 1: Benefit Realization
Abstract
“The best-laid strategies of any organization are useless without proper implementation”, (The Economist Intelligence Unit, 2013).  In today’s complex world, management in both the private and public sector is increasingly concerned by the wide gap between formulating their strategy and the ability to execute on it.  The gap results in missed opportunities and ultimately business failures.
Today’s successful organization must be able to identify new objectives and effectively implement change toward achieving those objectives.  Evidence-led benefits realization lays the cornerstone for this competency.

There are two key elements to consider in benefits management.  The first is the “front end”; what are the benefits, and how does this influence the business case and investment process? However, equally important is the confirming feedback; did we make a good investment as “evidenced” by achieving our intended benefits? It is that last stage, the follow up to confirming the business case, that usually gets lost in the rush to move on to other projects. With a structured benefits realization life cycle, this step is a formal part of the process, including adjustments if the desired results are not initially realized. Therefore, the probability that objectives are met, within acceptable portfolio performance thresholds, increases for organizations who adopt Benefits Realization.

Objectives
Explain the relationships between portfolio, project, and benefits management and successful investments.
Clarify the key roles for the stages in investment analysis, enabling changes, and ‘booking the benefits”.
Discuss and review key aspects of tracking and reporting benefits to ensure successful results
Recognize how to optimize your investments in strategic organizational changes.
 
Who Should Attend 
Intermediate / advanced PMs and BAs, those making investment decisions in project selection and funding, change directors.
 
Course Overview
  • Introduction
  • Logistics of the day
  • Objectives of the participants from the workshop
  • Goals of the workshop
  • Foundation Concepts
  • Introduction to Benefits Management
  • The pressures of change
  • Relationship to PMI’s projects, programs, and portfolios domains
  • Key Components of Benefits Management
  • Alignment of benefits to organizational objectives
  • Use of benefits categorization
  • Documentation
  • Roles
  • The Benefits Management Life Cycle
  • Stages in a change initiative life cycle with respect to benefits realization
  • Examples of prioritization approaches of initiatives for portfolio selection
  • Exercise in developing an Investment Logic Map
  • Roles and Responsibilities
  • Review and discuss the key roles and their importance in benefits management
  • 3 approaches for implementation of benefits management
  • Documentation and Reporting
  • Identifying and documenting the benefits: metrics and measurements
  • Key success criteria
  • The importance of “trends” in tracking benefits
  • Investment reporting versus project / programme reporting
  • Summary and Next Steps
  • Highlights of the workshop
  • Review of content, goals and expectations
  • Personal Action plan

Speakers
avatar for Russel McDowell

Russel McDowell

Senior Consultant and Trainer, International Institute for Learning (IIL)
Russell is Project Management Professional, senior manager, trainer, presenter, author, and speaker with over 30 years of experience working on large-scale projects in a variety of companies and industries. Russell has a proven and disciplined systematic approach to identifying core... Read More →


Sunday December 9, 2018 12:00pm - 1:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

12:00pm

Masterclass 2: Agile Project Management
Prerequisites
Basic Agile and PM training or equivalent experience

Content Focus                                                                                                 
  • Role-based – focusing on the Project Manager and how to perform and succeed in an environment that is becoming more and more Agile.
 
About the Program 
This workshop builds on the specific roles and responsibilities of the Project Manager in a traditional environment that can be easily adapted in an Agile environment.  In particular, we will explore what skills and behavioral changes are necessary and how to effectively manage an Agile project, including both specific Agile methods and hybrid models.
You will come away from this workshop with a much deeper understanding of the Agile Project Manager so that individual performance improves on the job.  Improved target results include providing focused leadership, making effective decisions, guiding Agile teams, and overall ability to successfully lead and manage an Agile project.
This course also supports learning requirements for Agile and Scrum certifications from various organizations such as PMI-ACP, PSM I, and PSPO I.
 
Who Should Attend 
  • This workshop is primarily for Project and Program Managers
  • In addition, if you are a Scrum Master, Product Owner, Business Analyst, Team Member, or in any other role where you need to understand how project management functions in the context of an Agile environment, this workshop is also for you
 
Course Overview
Foundation Concepts
Agile History, Values, and Mindset
Agile Benefits
Agile Methods

The Agile Project Manager
Agile Roles and Responsibilities
The Agile Project Manager
Differences between Waterfall and Agile
Agile Accountabilities
 
Initiating and Planning
  • Agile Initiating
  • Project Charter
  • Identify Stakeholders
  • Agile Planning
  • Initial Requirements
  • Estimation
  • Prioritization
  • Release Planning
  • Sprint Planning
Execution
  • Agile Execution
  • Managing and Developing the Agile Team
  • Stakeholder Engagement
  • Removing Impediments
Monitoring & Control and Closing
  • Agile Monitoring & Control
  • Review Meeting
  • Information Radiators
  • Earned Value
  • Agile Closing
  • Retrospectives
  • Closing an Agile Project
Managing a Hybrid Project
  • What is a Hybrid?
  • Factors in Determining a Hybrid Model
  • Challenges and Solutions
Summary and Next Steps
  • Review of course goals, objectives, and content

Speakers
avatar for Rubin Jen

Rubin Jen

Senior Consultant & Trainer, International Institute for Learning, IIL
Rubin Jen (PMP®, ScrumMaster®, Change Management Practitioner, ITIL® Foundationhas been in the project management field for over 23 years, spanning aerospace, engineering, telecom, software development, outsourcing, consulting and government sectors, with companies such as Bombardier... Read More →


Sunday December 9, 2018 12:00pm - 1:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

12:00pm

Masterclass 3: PMO Establishment
The Project Management Office
A Building Block for Achieving and Managing PM & PPM Excellence


Prerequisites
Good understanding of project management
Course Level
Intermediate / Advanced
 
About the Program
This course addresses the rational of how and why to integrate a project management office (PMO) into the organization while avoiding bureaucracy, turf wars, and other resistance to a disciplined and yet flexible PM process to support  effective portfolio management.
Working with our experts you will assess the needs of your organization for a PMO, be ready to design the kind of PMO that will be most effective for you, and define the path to PM maturity and competency.
You will discuss different types of PMOs, project autonomy, the methodology role of the PMO, whether the PMO should be the “home” of project managers or an enabling organization that serves as a Centre Of Excellence or both.
Who Should Attend
The course is designed for senior PM practitioners, PMO staff, managers of PMs, and others who want to know what a good PMO is and how to build and maintain one.
Performance Focus
The goal of this course is to equip the participant with the necessary knowledge and skills to establish, improve, and work with a project management office (PMO) that will be the catalyst for project and portfolio management excellence.
What You Will Learn
You’ll learn how to:
  • Describe what are the benefits and success factors for an organization to have a PMO
  • Identify different views of PMO and project success
  • Assess the role of the PMO as a facilitator to assure success and value for all stakeholders
  • Recognize that the PMO can operate on a continuum from providing specific functions that support individual projects to being responsible for the results of all of the enterprise’s projects
  • Describe project management maturity, metrics at maturity levels, and the roles and responsibilities of the PMO
  • Describe the role of the PMO in supporting project, program and portfolio management excellence
  • Analyze and select the right type of PMO for your organization
  • Develop the steps needed to implement a PMO
 
Course Overview
Getting Started
  • Introductions
  • Course structure
  • Course goals
  • Course objectives
  • Target audience

Foundation Concepts
  • Defining PMO and EPM
  • The importance of a PMO
  • The desired organizational environment

PMO Success: The Different Measures and Views
  • Definition of PMO & project success
  • Client and team views of project success
  • Ways to quantify project success
  • Approach to measure the value of a PMO

PMO: the right type of PMO
  • Definition of maturity and organizational project management
  • Types of PMOs
  • Metrics and key performance indicators
  • Role of the PMO in the maturity assessment process

PMO Functions: Project-Focused and Enterprise-Focused
  • Organization goals and their influence on PMO functions
  • Different levels of coverage for the PMO in the organization
  • Project-focused functions
  • Enterprise-oriented functions (e.g. reporting processes)

The PMO and Project Control, Audit, and Recovery
  • Establishing a control process to identify troubled projects
  • Describing the PMO’s role in review, audit, and recovery
o  Identifying troubled projects and conducting a project audit
o  Supporting project recovery

The PMO’s Role in P3 Excellence Development
  • Definition of excellence
  • The importance of competency and excellence
  • The PMO as a Centre Of P3 Excellence

PMO Implementation - Ten-Step Process
  • Goals for the PMO
  • Commitment for a PMO
  • PMO functions, roles, and responsibilities
  • Processes and tools to be provided by the PMO
  • The PMO resource estimation process
  • The needed budget for the PMO
  • Staffing the PMO
  • Assimilating the PMO

Recap & Closing

Speakers
avatar for Wolfgang Wendl

Wolfgang Wendl

Senior Consultant and Trainer, International Institute for Learning (IIL)
Wolfgang is a senior consultant, trainer and a specialist in project management. He has over 15 years of experience in International Project Management as a project manager, trainer, coach, and business analyst in various industries including; IT, Software Development, Automotive... Read More →


Sunday December 9, 2018 12:00pm - 1:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

12:00pm

Masterclass 4: Use of Big Data and AI in PM
Course Description
Artificial Intelligence (AI) and Big Data have come together to drive innovation in 2018 and 2019. AI works to light up Big Data. This combination elevates the potential for you to realize significant insights into customers, trends, and products in your domain. Big Data without analysis and tools that can navigate the petabytes of data, is much about nothing. This collectively is the art and science of Data Analytics. This includes general users, the dedicated Project Manager and Business Analyst role, and the specialized Data Scientist roles.
This course explores the value that is in the intersection of Big Data and AI as practiced with Data Analytics. We will look at the potential and the dangers that exist. We will also view the trends of Big Data and AI, providing a pragmatic and applicable survey of the technologies and the business applications.

Course Objectives
  • Evaluate what is realized, what is promised and what are the challenges of Big Data
  • Establish a plan allowing you to get the most out of a Big Data and AI using a Data Analytics initiative
  • Review the architecture and technical components of Big Data and Data Analytics
  • Investigate Data Mining and other applications for Big Data and Data Analytics

Course Topics

Introduction to Data analysis and analytics
  • Data analysis approach
  • Questions
  • Collecting data
  • Analyze data
  • The data analysis process
  • Interpreting the results
  • Statistics
  • Rules for data analysts
Big Data
  • Business challenges of Big Data
  • Technical challenges of Big Data
  • Common uses for Big Data
  • Structured, Semi-structured and Unstructured Data
  • Transform data into value for the business
  • Working with Big Data
  • Locating
  • Extracting
  • Processing
  • Storage
  • Analysis
  • Representation
  • Identifying data sources
  • Applying Big Data to business problems
Interpreting the Big Data
  • Guarding against bias
  • Conclusions
  • Conclusion validity
  • Internal validity
  • Construct validity
  • External validity or generalizing
Data Visualization
  • Plots and charts
  • Aggregation
  • Scaling
  • Normalizing data
  • Dimension reduction
  • Correlation
Applying analytics
  • Classification
  • Business examples for Data Mining – classification
  • Predictive Analytics
  • Business examples for Data Mining -  prediction
  • Clustering
  • Neural networks
Artificial Intelligence
  • Artificial Intelligence Introduction Course for Beginners
  • Artificial Intelligence Introduction
  • Decoding AI, what is it all about?
  • Use cases in various industries
  • Introduction to Machine Learning (ML) and Deep Learning
  • Innovations in AI and ML
  • Applications of AI
  • How to develop AI products
Final Words
  • Artificial intelligence
  • Where are we now
  • Where are we going to be
  • Making things happen with data analytics and big data

Speakers
avatar for George Bridges

George Bridges

Senior Consultant and Trainer, International Institute for Learning (IIL)
George is currently a Senior Consultant and Trainer in Project Management and Business Analysis with International Institute since 2005. George has more than 40 years of experience in business systems analysis, business process modeling, operations research and Information Technology.George... Read More →


Sunday December 9, 2018 12:00pm - 1:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre

12:00pm

Masterclass 5: Strategic Business Transformation using PM
Content Focus
This workshop dives deeper into a specific topic in the Project, Program, and Portfolio Management curriculum.

About the Program
This is a practice oriented, experiential, highly interactive, discussion-driven, and experience-sharing consultative workshop.  The objective of the workshop is for learners to enhance their capability to proactively align their real-world projects to organization strategies and improve performance on business transformation initiatives.   The course delivery strategy is to learn both from the instructor/consultant/coach and from the diverse shared experiences of other participants. The workshop emphasizes several models for real-time thinking, assessment, planning, and action; culminating with practice for real-world applications.  Models covered include the following.
  • Porter’s Five Forces for strategy 
  • McKinsey’s 7S for multi-dimensional nature of transformation
  • Daryl Connor’s change management model for human resistance
  • A simple 8-step project management life cycle for integration
Who Should Attend
  • Executives
  • Managers
  • Individual contributors
  • Anyone involved with strategic business transformation
 
What You Will Learn
At the end of this program, you will be able to:
  • Describe and utilize four simple, yet powerful models for assessing, planning, executing, and managing business transformations in dynamic, competitive, often highly regulated environments
  • Integrate leadership skills, tools, and techniques essential to building support and commitment to difficult, high-risk, high-value initiatives
  • Identify and assess stakeholders so that high-priority needs are addressed in a timely manner
  • Appreciate the competitive value of Project Management in timely transformation
  • Lead others more confidently to reduce stress, utilize resources, and accomplish strategic business objectives in a rapidly and frequently changing business environment
Course Overview
Getting Started
  • Interactive introductions
  • Course structure
  • Course goals and objectives
  • Foundation Concepts
  • The purpose and challenges of business
  • Understanding vision, mission, objectives, and strategies
  • Porter’s Five Forces model
  • McKinsey’s 7S model
  • Connor’s change management model
  • PMI and the 10 Knowledge Areas
  • Eight Step Model – Life Cycle
Strategic Thinking
  • Management and decision making
  • Strategic thinking attributes
  • Tools:  Environment identification; SWOT; Value Proposition
  • Thinking at the interpersonal and team level
  • Emotional intelligence
  • Team leadership and trust
Applying critical skills
  • Providing a World View
  • PM as Trusted Advisor
Organization and People Change Management:
Individuals
  • Impact of change
  • Three change models
Individuals and the organization
  • Cultivating a change mindset
  • Analyzing work teams and culture
  • Driving change through team roles
Leading and managing change
  • Following leaders
  • Leadership model
Effective Leadership
  • Definition and process
  • Challenges for the PM in strategic business transformation
  • An effective model for transformation
  • Stakeholder identification and assessment
  • Influence of culture, values, experience, and position
  • Overview of basic skills
  • Key interpersonal skills
  • Team communication skills
  • Situational leadership
  • Meetings
Applying the Fundamentals of Project Management
  • Reviewing the 8-steps of a project management life cycle
  • An Integrated Model for Strategic Project Management
1. Initiation
2. Requirements
3. Work Breakdown Structure
4. Risk
5. Estimating
6. Scheduling
7. Execution
8. Transition
  • Effective communications
  • Monitoring and control – special emphasis
Summary and Next Steps
Individual Lessons Learned
  • Workshop Assessment

Speakers
avatar for Dr Bob Barnes

Dr Bob Barnes

Senior Consultant and Trainer, International Institute for Learning, IIL
Dr. Barnes is a professional, entertaining, to-the-point, practical consultant and trainer. His career spans a period of over 40 years in a variety of industries including banking, finance, biomedical engineering, and pharmaceuticals, automotive, transportation, and public utilities... Read More →


Sunday December 9, 2018 12:00pm - 1:45pm
Joharah Ballroom - Madinat Jumeirah Conference Centre