Techniques to Deliver Rapid Benefits to any Project
New Product Development, Cost Reductions, Embedded Systems,
Information Technology Applications, Data Warehousing, etc.
| IEEE Fort Wayne Section |
Project Mangement Institute Fort Wayne Section |
ProjectConnections.com |
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Significantly improve project performance without long waits for results and without taking on dreaded "bureaucratic processes" Understanding critical methods behind successful projects; and having a set of flexible, high-impact, fast-to-implement techniques that put those philosophies to work on your teams. |
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On March 24th,Cinda Voegtli, renowned Project Management Specialist and the founder and president of two companies (Projectconnections.com and Emprend, Inc.) and the past president of the IEEE Management Society will discuss those driving "success factors" , and the key techniques from her own toolkit that she won't do any project without.
Ms. Voegtli, CEO of ProjectConnections.com, is an electrical engineer and a 20+ year veteran of projects of many shapes and sizes. She has designed hardware and software, managed engineering groups in large companies and start-ups, managed systems projects and large software releases, founded a web services company, and consulted to a variety of companies on practical approaches to project management and technical development processes. She has experienced first-hand the radically different project environments and issues that can exist in start-up, high-growth, and large corporate environments and has had to get adept at adapting her management techniques to projects ranging from industrial automation to data warehouses to IT applications to medical devices.
Many companies who have not previously had much (or consistent) project management capability reach the point where they know they must improve how their projects get done. But how can they significantly improve project performance without long waits for results and without taking on dreaded "bureaucratic processes"? And companies who do have some established project management often struggle with how to adapt their PM approaches to new types of projects, shorter timelines, and the increasing complexities and uncertainties of software and system development. The answer for both issues lies in understanding critical management philosophies behind successful projects; and having a set of flexible, high-impact, fast-to-implement techniques that put those philosophies to work on your teams.
At the March 24 joint meeting of IEEE and PMI, Cinda Voegtli will discuss those driving "success factors" , and the key techniques from her own toolkit that she won't do any project without. Ms. Voegtli, CEO of ProjectConnections.com, is an electrical engineer and a 20+ year veteran of projects of many shapes and sizes. She has designed hardware and software, managed engineering groups in large companies and start-ups, managed systems projects and large software releases, founded a web services company, and consulted to a variety of companies on practical approaches to project management and technical development processes. She has experienced first-hand the radically different project environments and issues that can exist in start-up, high-growth, and large corporate environments and has had to get adept at adapting her management techniques to projects ranging from industrial automation to data warehouses to IT applications to medical devices.
To bring alive how these project philosophies and techniques can be rapidly put to work, Ms. Voegtli will present case studies of several real project situations in which the team had to rapidly change what they were doing to get their project done successfully. Each case will cover the "starting state" of the organization's project management capabilities; what highest-impact new techniques were introduced to address past problems; and the projects' progress and results going forward.
Ms. Voegtli will present case studies of several real project situations in which the team had to rapidly change what they were doing to get their project done successfully. Each case will cover the "starting state" of the organization's project management capabilities; what highest-impact new techniques were introduced to address past problems; and the projects' progress and results going forward.
.An industrial automation project in a small manufacturing, with major hardware and control software development - a very typical kind of company that didn't think "big project management" was for them but knew the company's future depended on tight execution of this project ....
.A software application development project within a major medical device manufacturer, already in trouble on a short timeline, with high uncertainty on task durations and technical issues, an outside software development company that was causing headaches, and a "waterfall" model schedule on a project that screamed out for iterative software development....
.And a data warehouse development development project within the IT division of a major oil company, where the team had eaten 2/3 of their project timeline with requirements gathering, and had to introduce ruthless scope-cutting, early prototyping and friendly pre-release customer involvement to get to the goal on time....
The goal of these cases: to deliver usable "take-away" knowledge of practical, high-impact techniques, and how they can be brought into a new or in-progress project with great results.
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