Strategic Project Management - Federated Press

10 th
Strategic
Project
Management
Integrating project management with business strategy
Workshop Included: Superior Scope Management
Tom Atkins,
Tramore Group
Bonnie Burnes,
William Osler
Health System
David
Donaldson,
SPM Group
Participating Organizations
Norma Gardner,
Ontario Lottery
and Gaming
Corporation
(OLG)
Aon Reed Stenhouse Inc.
Cambio Change Management Consultants Ltd.
City of Oshawa
Gibson Kennedy & Company
McCarthy Tétrault LLP
Ministry of Labour
Ministry of Government Services
Ontario Lottery and Gaming Corporation (OLG)
Royal Bank of Canada
SPM Group
Stantec Consulting
Tramore Group
William Osler Health System
Who Should Attend
Vajitha Ghouse,
Ministry of
Labour
Lindsey
Hartshorn,
Royal Bank of
Canada
February 27 & 28, 2013, Toronto
Alan W.
Kennedy,
Gibson
Kennedy &
Company
Abe Patricio,
Stantec
Consulting
Fatima Ul-Haq,
Ministry of
Government
Services
VPs, Directors, Project Managers, Senior Managers, Consultants in: Project and Portfolio Management, Operations,
Strategic Planning, New Product & New Business Development, R&D, IT, Sales & Marketing
Course Highlights
Two-Day Event!
“Engaging and
informative...real project
related issues.”
“Very interesting and
thought-provoking
discussion.”
“I found the course very
benefi cial and applicable to
the work I am doing - will
defi nitely use the tools in
my planning, assessment
and implementation.”
Course Leader
Linda Vella,
Aon Reed
Stenhouse Inc.
Course Leader
Rick Kathuria,
McCarthy
Tétrault LLP
Stuart
Rosenfarb,
Cambio Change
Management
Consultants Ltd.
Michael Shatil,
City of Oshawa
• Focusing on the business case for strategic project management and the basis for an organization’s desire to bridge the
gap between its strategic objectives and the discipline of project management
• Linking project management to business strategy
• How to mobilize support for changes toward strategic project management within the organization
• Bridging the gap between project management strategy and implementation, between the ideas and the action

FACULTY
COURSE LEADERS
LINDA VELLA
Linda Vella is Vice President of the Project
Management Office at Aon Risk Solutions,
where she is building competencies in project
and portfolio management processes
and knowledge.
RICK KATHURIA
Rick Kathuria PMP, P. Eng, CMC, is Director,
IT Development and Project Management
Office at McCarthy Tétrault LLP.
CO-LECTURERS
TOM ATKINS
Tom Atkins is President of Tramore Group,
a Toronto-based professional services firm
specializing in large-scale program and
project management for government and
Fortune 500 clients.
BONNIE BURNES
Bonnie Burnes is Director, Project Manager
Office with the William Osler Health
System.
COURSE PROGRAM
CONVERGENCE OF STRATEGIC & PROJECT
MANAGEMENT
Strategy and Project Management were separated at birth during the
glorious burst of intellectual capital during the ‘50s and the ‘60s that
gave us most of today’s tools and concepts in both disciplines. After
more than fifty years of separation, we are now able to understand
that project is a synonym for strategy and that strategy management
and project management are one and the same. This understanding
is enabling us to better understand:
• The role of the strategic plan in prioritizing major projects
• How to keep projects aligned with strategy
• When to use projects to implement strategy
• How to use strategic thinking in project planning
SUPPLEMENTARY COURSE MATERIAL
DAVID DONALDSON
David Donaldson, PMP, CTDP is Senior Consultant
with SPM Group. He is an experienced
project manager/consultant with over 20 years
experience managing projects.
NORMA GARDNER
Norma Gardner is Director, Transformation
with the Ontario Lottery and Gaming Corporation
(OLG).
VAJITHA GHOUSE
Vajitha Ghouse is a Manager in the Organizational
Effectiveness Branch within the Ontario
Ministry of Labour.
FATIMA UL-HAQ
Fatima Ul-Haq is currently working as a Project
Management Consultant with the Project
Management Centre of Excellence Branch
with Ministry of Government Services.
LINDSEY HARTSHORN
Lindsey Hartshorn is a Learning Program
Manager for RBC Financial. She has been a
Project Manager and Production Manager in
the learning field for the past 12 years.
ALAN W. KENNEDY
Alan Kennedy is a founding member of Gibson
Kennedy & Company, a Toronto-based
consultancy offering strategy & research advisory
services, focused on project planning and
strategy communication.
ABE PATRICIO
Abe Patricio is a Senior Project Manager for
Stantec Consulting in the Program and Project
Management Practice in Central Canada.
STUART ROSENFARB
Stuart Rosenfarb is Founder and CEO of
Cambio Change Management Consultants
Ltd. Stuart has spent the past fifteen years
leading various high profile, mission critical
programs and projects for the private, public
and not-for-profit sectors in the areas of
enterprise application development, business
process improvement and organizational
change management.
MICHAEL SHATIL
As the Director, Facilities Management
Services, with the City of Oshawa, Michael
Shatil oversees all new construction, capital
improvements and repair work in the City’s
facilities.
USING PROJECT PORTFOLIO MANAGEMENT TO LINK
PROJECTS TO STRATEGY
Although all projects and programs deliver tactical and operational
deliverables, the real power of project management is the ability to
link projects into programs that are tied to the business strategy of the
organization. This discussion details key factors in linking project management
to business strategy.
• Understanding the need for program-specific processes
• Management of multiple stakeholders and their expected benefits
• Dealing with complex, unplanned change in a structured manner
• Making the switch from a project to a program paradigm
• Why, when and how to use strategic program management
Federated Press is now providing delegates with access to an innovative new database containing at least 25 interactive multimedia presentations by
leading experts and approximately 20 hours of lectures on the topics covered by this course, including all slides and speakers’ papers. See the list of
presentations on page 4.
Delegates will also receive a trial subscription to the Strategy Channel, a much broader resource representing hundreds of hours of interactive multimedia
lectures on leading edge Strategy topics as delivered at our many recent Strategy conferences and courses.

COURSE PROGRAM
MANAGING RESISTANCE TO CHANGE
Change is normally undertaken due to dissatisfaction with the status
quo. However, there is rarely 100% agreement on the need for, or the
pace & scope of that change. As leaders of change, we need to pay
particular attention to the support for the change effort, particularly
from those that have the most influence on its successful implementation.
This discussion details the variety of sources of resistance,
strategies for overcoming them and how to mobilize support for
changes toward strategic project management.
• Acknowledging our own reactions to change and resistance
• Determining the sources of resistance
• Bringing stakeholders onboard
A GUIDE TO RISK MANAGEMENT PRACTICES
The primary focus of project management should be that of risk
management. How other processes (such as scope, schedule &
spending management) support risk management is therefore critical
for successful project management and for maximizing the value of
your project-based efforts. This discussion details a rational approach
to effective project risk management.
• Project planning
• Risk identification
• Building in risk mitigation and avoidance
BUILDING AND MOTIVATING THE PROJECT TEAM
Once a projects scope is defined, the management decisions relating
to project resource assignments are usually the single most important
factor in ensuring a projects ultimate successful outcome. This
discussion details how to assemble the right project team.
• Determining the skill sets needed
• Ensuring the right people, with the right skills
• Defining roles and responsibilities
IMPLEMENTING COLLABORATIVE DECISION MAKING
Effective project delivery will be undermined if the project manager
and stakeholders are unable or unwilling to effectively interact and
collaborate to achieve positive results. This session will focus on
successful techniques for improving interaction among the key players,
including timely intervention to get the best results in resource
planning and project management.
• Effective and ongoing engagement of stakeholders and resource
providers
• How to work constructively with differing stakeholder perspectives
priorities
• Implementing processes to improving scheduling and project
management
STRATEGIC PROJECT MANAGEMENT BEST PRACTICES
Many of the nightmares associated with project management, from
late delivery to cost overruns, can be avoided through sound project
management practices. Adopting best practices can have a direct
impact on project assessment and planning, as well as on the bottom
line at completion. This discussion explores strategic project
management best practices.
• Improving project cycle times
• Establishing a cost baseline for the project
• Effective budget monitoring and control techniques
GREEN PROJECT MANAGEMENT
While businesses are becoming aware of the need to decrease the
environmental footprint of their organization, they might not fully realize
the advancements in, and viability of green project management that
can have a positive impact on their bottom line. This session will look
at:
• Environmental, social and economic benefits of green project
management
• Building the business case for green project management
• How environmental and energy-efficient aspects of a project can
help support and promote corporate priorities
• Building the business case for green project management
• Incorporating ‘green think’ into projects
• Overview of Green Project Management model and how to
incorporate green changes into all project management processes
and phases
THE ROLE OF THE PMO
According to a recent survey, only 58% of project management offices
are valued by their organizations. Clearly, the project management
office is in need of a major revamp in many organizations. This discussion
details key factors in developing an effective project management
office, one that not only does valuable work but is seen as doing so.
• Key steps to implementing a project management office
• Establishing key performance indicators in project planning,
scheduling, risk and tracking
• Demonstrating the PMO’s value to the organization
RETHINKING THE COST, SCHEDULE, SCOPE PARADIGM
The reality in today’s financial climate is that projects should be costdriven
for both the private and public sector because schedule and
scope driven projects are such an inefficient use of funds. This two
hour workshop will explore this premise in a highly interactive and
thought-provoking manner. The impact of choice of cost, schedule or
scope will be discussed from a number of perspectives, from setting
the Project Charter to risk management to choice of personnel to manage
the project.
• The impact of choice of cost, schedule or scope
• Cost driven projects
• Monitoring and controlling cost and schedule performance
• Interpreting and analyzing cost performance
• Key elements of the project plan
• Scope planning, estimating costs and scheduling
• Schedule driven projects
WORKSHOP
SUPERIOR SCOPE MANAGEMENT
Project managers walk a fine line when it comes to scope creep. They
run the risk of being branded anti-business if they are too resistant
to scope creep and of being lousy project managers if they allow the
project schedule and cost to be impacted by too much scope creep.
Indeed, if scope changes are poorly managed, it will lead a project
down the path for disaster. This discussion details how to effectively
manage the issue rather than trying to prevent it.
• Techniques to reduce the occurrence of scope creep
• Managing changes in project scope using the Cambio Change
Control Methodology
• Using requirements management software to understand and
communicate the true impact of every change
• Completing a thorough and meaningful impact analysis

MULTIMEDIA
Your registration includes an interactive multimedia database comprising the following presentations from recent Federated Press courses and conferences.
They are presented in their entirety with complete audio or video and accompanying slides. You may also purchase the multimedia proceedings of the
course which will be available on CD-ROM 60 days after the course.
A Guide to Risk Management Practices
Ashish Kothiyal
Ontario Realty Corporation
Building and Motivating the Project Team
Cristina Boucinha
Ministry of Government Services
Implementing Collaborative Decision Making
Monica Bialski
eManagePro et eManageFlorida
Strategic Project Management Best Practices
Ron Noble
The Credit Valley Hospital
Scope Management
Brian Sirbovan
Stantec Inc
The Three Most Important Tools of Cost
Control
Brian T. Sirbovan, P. Eng.
Stantec Inc.
Using Earned Value Management to Avert
Problems in Project Costs, Scope and
Progress & Cost Control and Changes:
Recasting the Control Estimate into the Project
Budget
Brett Knowles
pm2 - Performance Measurement & Management
Project Triage: Applying Cost/Benefit
Analysis Best Practices & Monitoring
Project Cost Budget Analysis and Control
Hadi Mahabadi
Xerox Corporation; Xerox Research Centre of
Canada
Mitigating Risk in Project Costs: Contingency
Management
Brett Knowles
pm2 - Performance Measurement & Management
Project Cost to Complete Forecast: How to Avoid
Surprises
Sevag Kupelian, CMA, PMP, LEED® AP
PMX Inc.
Strategic Project Management to Survive Tough
Times
Dorothy Millman
SBS Communications Inc.
Strategic Project Management Best Practices
Hadi Mahabadi
Xerox Research Centre of Canada
Death by 1,000 Cuts
Brian Sirbovan
Stantec Inc.
The State of Collaborative Software
Jim Ilkay
EdgeBuilder, Inc.
Why Project Managers Must Become Change
Managers
Katherine McLean
Workplace Safety & Insurance Board (WSIB)
Using Projects to Drive Strategic Change
Shawn Kauth
Sun Life Financial
Registration: To reserve your place, call Federated Press toll-free at 1-800-363-0722.
In Toronto, call (416) 665-6868 or fax to (416) 665-7733. Then mail your payment along with the
registration form. Places are limited. Your reservation will be confirmed before the course.
Location: Metropolitan Hotels 108 Chestnut Street Toronto, Ontario M5G 1R3
Conditions: Registration covers attendance for one person, the supplementary course material
as described in this document, lunch on both days, morning coffee on both days and
refreshments during all breaks. The proceedings of the course will be captured on audio or
video. Multimedia proceedings with all slides and handouts can be purchased separately on a
CD-ROM which will also include the course material.
Time: This course is a two-day event. Registration begins at 8:00 a.m. The morning sessions
start promptly at 9:00. The second day ends at 4:00 p.m.
TO REGISTER FOR 10TH STRATEGIC PROJECT MANAGEMENT
Name
Title Department
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Approving Manager Title
Organization
Address
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WHEN CALLING, PLEASE MENTION PRIORITY CODE:
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MAIL COMPLETED FORM WITH PAYMENT TO:
Federated Press P.O. Box 4005, Station “A”
Toronto, Ontario M5W 2Z8
Populating and Energizing the Project Team
Hadi Mahabadi
Xerox Research Centre of Canada
Using Projects to Drive Strategic Change
Shawn Kauth
Sun Life Financial
“People Centric” Approaches to Strategic
Innovation and Project Management
Carl Sergeant
Bell Canada - Connexim
Why Project Managers Must Become Change
Managers
Ivan Barsby
Workplace Safety and Insurance Board
Building and Motivating the Project Team
Dr. Paul Smith
Xerox Research Centre of Canada (XRCC)
Applying Project Management Techniques in
BPR
John Viktorin
OneStep
Workshop: Evidence-Gathering Project
Management
George Neufeld
Traverse Group
Determining Project Feasibility
Jonathan R. Huggett, P. Eng.
JR Huggett Company
Project Management Skills
Ann Gomez
Clear Concept Inc.
Cancellation: Please note that non-attendance at the course does not entitle the registrant
to a refund. In the event that a registrant becomes unable to attend following the deadline for
cancellation, a substitute attendee may be delegated. Please notify Federated Press of any
changes as soon as possible. Federated Press assumes no liability for changes in program content
or speakers. A full refund of the attendance fee will be provided upon cancellation in writing
received prior to February 13, 2013. No refunds will be issued after this date.
Discounts: Federated Press has special team discounts. Groups of 3 or more from the same
organization receive 15%. For larger groups please call.
Payment must be received prior to February 20, 2013
Phone: 1-800-363-0722 Toronto: (416) 665-6868 Fax: (416) 665-7733
/
REGISTRATION COSTS
NUMBER OF PARTICIPANTS:
COURSE: $1975
COURSE + PROCEEDINGS CD-ROM:
$1975 + $175 = $ 2150
PROCEEDINGS CD-ROM: $599
NOTE: Please add 13% HST to all prices.
Proceedings CD-ROM will be available 60 days
after the course takes place
Enclose your cheque payable to
Federated Press in the amount of:
GST Reg. # R101755163
PBN#101755163PG0001
For additional delegates please duplicate this form
and follow the normal registration process