*** UPDATED AS OF AUGUST 4, 2010 ***

October 25th to 28th: ProjectSummit, Boston

Workshop: Effective Project Planning: Getting it Right Up Front

Seems there's never enough time for effective planning, but plenty of time is wasted fixing mistakes that good planning would have eliminated.

Rapid development projects? Fast track projects? Both are often excuses for poor and inadequate planning. Our world is rife with projects that launch without

• a clear idea of what they?re really all about
• a widely shared understanding of what their (explicit and objective) performance metrics should be
• identification of major project checkpoints
• a clear understanding of who all the project stakeholders are, and what deliverables will be required to meet their expectations
• documentation of the conditions (identified as part of initial project planning) that would cause us to cancel the project in

With the time that we do get to plan, we often create disjointed, poorly communicated documents that make no explicit connections between our project's stakeholders, deliverables, risks and uncertainties, budgets and schedules.

It doesn't have to be this way. In this presentation, Ken Hanley will lead the group through the creation of a meaningful, really usable, 'evergreen' project charter, using a flexible framework that can be applied to any project, a framework that adjusts to different sizes and types of projects.

Use the framework to make the connections, open the communication channels, and get a firm grip on the project you have before you start to burn money, and burn out valuable people.

With this presentation, learn how to:

• build a results-based project plan
• avoid PM 'trivia', and focus on the real make-or-break issues
• identify and manage project stakeholders, and specifically and deliberately align their interests
• make effective use of a real project sponsor
• more accurately understand, assess, manage, and communicate project risk and uncertainty
• build an organic project control and tracking system

Workshop: Strategic Portfolio Management

No, it's not enough just to manage your projects well. It's critical that they be managed effectively within a Strategic Project Portfolio: a living, breathing program of projects that changes quickly and effectively in response to changes in your organization and project environment.

Strategic portfolio management demands:

• An explicit 'line of sight' between all projects in a portfolio, and the strategic intent of the organization hosting the projects
• An ability to make explicit tradeoffs between projects and their priorities
• An ability to clearly communicate how the portfolio is put together, and how it is managed on an ongoing basis

With this presentation, learn how to:

• effectively guide your organization in selecting (and reselecting, and reselecting) projects
• make tradeoffs intelligently: what goes out of the active portfolio when something else has to come on?
• recognize and manage project interdependencies within a portfolio.
• align projects within a strategic framework
• create and manage an 'evergreen' portfolio

http://www.projectsummit.com/boston/boston-home.html

November 15th to 18th: ProjectSummit, Chicago

Workshop: Effective Project Planning: Getting it Right Up Front

Seems there's never enough time for effective planning, but plenty of time is wasted fixing mistakes that good planning would have eliminated.

Rapid development projects? Fast track projects? Both are often excuses for poor and inadequate planning. Our world is rife with projects that launch without

• a clear idea of what they?re really all about
• a widely shared understanding of what their (explicit and objective) performance metrics should be
• identification of major project checkpoints
• a clear understanding of who all the project stakeholders are, and what deliverables will be required to meet their expectations
• documentation of the conditions (identified as part of initial project planning) that would cause us to cancel the project in

With the time that we do get to plan, we often create disjointed, poorly communicated documents that make no explicit connections between our project's stakeholders, deliverables, risks and uncertainties, budgets and schedules.

It doesn't have to be this way. In this presentation, Ken Hanley will lead the group through the creation of a meaningful, really usable, 'evergreen' project charter, using a flexible framework that can be applied to any project, a framework that adjusts to different sizes and types of projects.

Use the framework to make the connections, open the communication channels, and get a firm grip on the project you have before you start to burn money, and burn out valuable people.

With this presentation, learn how to:

• build a results-based project plan
• avoid PM "trivia", and focus on the real make-or-break issues
• identify and manage project stakeholders, and specifically and deliberately align their interests
• make effective use of a real project sponsor
• more accurately understand, assess, manage, and communicate project risk and uncertainty
• build an organic project control and tracking system

Workshop: Strategic Portfolio Management

No, it's not enough just to manage your projects well. It's critical that they be managed effectively within a Strategic Project Portfolio: a living, breathing program of projects that changes quickly and effectively in response to changes in your organization and project environment.

Strategic portfolio management demands:

• An explicit 'line of sight' between all projects in a portfolio, and the strategic intent of the organization hosting the projects
• An ability to make explicit tradeoffs between projects and their priorities
• An ability to clearly communicate how the portfolio is put together, and how it is managed on an ongoing basis

With this presentation, learn how to:

• effectively guide your organization in selecting (and reselecting, and reselecting) projects
• make tradeoffs intelligently: what goes out of the active portfolio when something else has to come on?
• recognize and manage project interdependencies within a portfolio.
• align projects within a strategic framework
• create and manage an 'evergreen' portfolio

http://www.projectsummit.com//chicago/chicago-home.html