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HIGH-TECH PROJECT MANAGEMENT
SERIES
A series of morning events (from 8:30am to 10:30am)
to take place at the Communication
Research Center. 3701 Carling Ave., main auditorium-Bld. 2
SPACE
IS LIMITED, PLEASE RSVP
We have
put together a list of topics related to High-tech Project
Management. Our main focus is to provide an opportunity to
our members to meet and network. The benefit you may get will be
greater if you activelly participate, either by volunteering as a
speaker, or by helping organize and run the event.
Friday, March 24, 8h30-10h30:
Planning & Project Management Software
Automated
Multi-Project Roll-up System using Microsoft Project.
(Approx. 50 minutes) This presentation will show how unmodified
Microsoft Project for Windows was used to implement a system to roll up
and report on over 100 projects at the Government Information
Technology Services branch of PWGSC. The roll-up can be used to
summarize the status of all the projects, monitor schedule progress
against baseline plan, display customer satisfaction or other
measurements, look at textual status reports and highlight any problem
areas using semaphores.
Presented
by: John
Rakos, PMP, who received his B.SC. from McGill University and
M.Sc. in Computer Science from the University of Waterloo.
Mr. Rakos is Professor at the University of Ottawa, teaching Project
Management at the MBA and undergraduate levels. He has worked as
Project Manager, Software Developer, and Educator for the Federal
Government of Canada, Bell Northern Research and Digital Equipment
Corporation. He is also President of John J. Rakos & Associates
Consultants Ltd., a company specializing in project management training
and consulting. As a consultant, Mr. Rakos has implemented many project
roll-up and reporting systems using Microsoft Project, including the
Office Infrastructure Renewal project at Public Works and Government
Services Canada, the DNA Project at the RCMP and Drug Submissions and
Approvals at Health Canada. Mr. Rakos has published two books, the
first entitled Software Project Management for Small to Medium Sized
Projects, Prentice-Hall, 1990, and the second The Practical Guide to
Project Management Documentation, Wiley, 2004.
Real World
Project Planning and Project Management Software
(Approx. 25 minutes) This presentation will show PM, PL &
related
software from the real world perspective. Based on many years of
experience working on Software projects here in the Ottawa region. It
is aimed at people interested in: small projects ( < 250K$ ),
the
effects on evolutionary prototyping on traditional project management
and other interesting PM topics. Some of the items covered include:
- PM basics : what is a project, what
is not a project
- Project Leadership: crucial
component of Project Management
- Evolutionary Prototyping and
Project Management
- P.M. Software my company is working
on.
Presented
by: Malcolm Betts,
who is a graduate of the Education Program for Software Professionals
(U. of Waterloo). He has over fifteen years of intensive IT project
experience with clients that include: DND, Telesat Canada, HRDC, IC,
IBM, SHL Systemhouse, PSC, Dustbane Enterprises, HOC, and a Wireless
Startup
Mr Betts has extensive project roles experience as: Project Manager, IT
Solutions Architect, Project Leader, Project Coordinator, 'IT' , Senior
DBA, System Analyst, Oracle Consultant, Senior Programmer Analyst, and
Programmer.
He is a member of the IEEE (inluding GOLD and EMS) and OTI. And his
non-work related interest include: family, skiing, golf, and listening
to live rhythm & blues music
PLEASE RSVP BY MARCH 22nd, 2006.
Friday April 21, 8h30-10h30: Risk
Assessment
A survival
guide to risk management in engineering organizations
In recent years, the field of risk management has evolved significantly
and achieved broader acceptance as a core business and project process:
Risk management is now generally provided senior executive
accountability and Board of Directors' attention; engineering and
product departments are demanding more rigorous applications of the
discipline across their portfolio of projects; and project managers
view it as a key tool to enhancing their likelihood of success.
Nonetheless, projects continue to be challenged and several fail to
meet their initial objectives.
This presentation will provide three complementary perspectives on the
topic. It will first set the context by defining risk management and a
generic continuous risk management program that can be applied to
engineering and product development initiatives in order to increase
their chances of success. This portion will also discuss the various
tools that are available along with key lessons learned. It will then
discuss risk management in two practical, real-life contexts: The first
will be to examine the value of risk management in a "time-to-market"
business environment where commercial pressures often force the project
managers to streamline their risk management activities. The second is
one building the foundation for risk management as a new product
manager. The presentation is targeted at risk practitioners with
limited to average knowledge of risk management and its related
qualitative and quantitative methods and tools.
Presented
by:
Denis Godcharles.
Mr. Denis Godcharles is a Managing Principal at Interis Consulting Inc.
Interis is a management consulting firm that offers advisory services
in the area of business transformation; risk and management assurance;
and strategic project management. Prior to founding Interis in 1996,
Mr. Godcharles filled senior roles in high technology companies;
including Vice-President of Consulting Services for an IT and Business
Process Services company in Ottawa, and Industry Partner for a world
networking company. Prior to his private sector work, he spent nine
years in the military, in the area of communications and computer
systems. Mr. Godcharles holds a Bachelor of Engineering degree from the
Royal Military College of Canada and a Masters degree in Engineering
Management from the University of Ottawa. His main areas of expertise
include risk management - in particular operational risk management,
strategic planning for large high technology organizations,
public-private partnerships, and the justification and management of
large investments.
Presented
by: Mike
Elderfield.
Mr. Elderfield is the Director of Project Management in the Access
Networks Division of Alcatel Canada. His most recent achievements
include managing the R&D development for the Intelligent Access
Services Manager (7330 ISAM-R), an industry leader in IPTV and triple
play services. Prior to his current role, Mr. Elderfield was a Senior
Project Manager in the Network and Service Management group at Alcatel
and served twenty years in the military, in the area of command,
control and communications systems. Mr. Elderfield obtained a Bachelor
degree from the Royal Roads Military College of Canada and a Masters
degree in Software Engineering from the College Militaire Royale de
Saint Jean. Mr. Elderfield is a member of the Ottawa Chapter of the
Project Management Institute.
Presented
by: Doug
Thompson.
Mr. Doug Thompson is a Senior Project Manager at Alcatel Canada. He is
currently project managing the releases of Alcatel's "Service Aware
Manager" (5620 SAM) product. Prior to this assignment, his main area of
expertise was in process improvement - in particular project managing a
group's SEI CMM-based improvement initiative.
PLEASE RSVP BY APRIL 19th, 2006.
Friday May 19, 8h30-10h30: Modern
Project Management
Earned
Value - a quick overview
Feedback is critical to the success of any project. Timely and targeted
feedback can enable project managers to identify problems early and
make adjustments that can keep a project on time and on budget. EVM has
been called "management with the lights on" because it can help clearly
and objectively illuminate where a project is and where it is going,
compared to where it was supposed to be and where it was supposed to be
going. EVM uses the fundamental principle that patterns and trends in
the past can be good predictors of the future. EVM provides
organizations with the methodology needed to integrate the management
of project scope, schedule, and cost. EVM can play a crucial role in
answering management questions that are critical to the success of
every project, such as: Are we ahead of or behind schedule?
How efficiently are we using our
time?
When is the project likely to be
completed?
Are we under or over our budget?
How efficiently are we using our
resources?
What is the remaining work likely to
cost?
What is the entire project likely to
cost?
How much will we be under or over
budget?
Russ McDowell
M. Eng., PMP, P. Eng. has Masters and Bachelors degrees in
Engineering from Carleton University and has been active on the Ottawa
high technology scene for over 3 decades. He is a member of several
professional organizations including the IEEE (Senior Member), ACM
(Professional Member), Project Management Institute, and Professional
Engineers of Ontario.
He has almost 20 years experience in the management and delivery of
projects involving the defence, aerospace, telecommunications,
government and healthcare industries across North America and Europe.
Mr. McDowell started his project management consulting business,
Russona Consulting, 11 years ago.
He is a committed IEEE member, having held the positions of Chairman -
Eastern Canada Council, Chair - Ottawa Section, and Public Awareness
Co-ordinator - Region 7. In addition to his activities on the local
front; he has been active in other areas of the IEEE, participating in
a number of IEEE standards efforts including the Software Engineering
Standards Subcommittee (SESSC, now published as part of the "SWEBoK").
Not content with having developed standards in both the software
engineering and computer graphics fields, Mr. McDowell recently has
been working on the new standards evolving in the project management
arena. In particular, he has been a key participant in two of the
latest standards being published by PMI, The Organizational Project
Management Maturity Model ("OPM3"), and the about to be released
Portfolio / Program Managements Standard ("PPMS") due out this summer.
Mr. McDowell has been spreading the word about PM by teaching project
management at Algonquin College and through a number of PMI -
Registered Education Providers (REPs).
Assessing
value delivered by a project end-product: The Earned Quality method
Quality is achieved only if the project deliverables meet the client'
needs and expectations. The Earned Quality Method (EQM) enables project
managers to assess and control the quality of product or service
throughout a project's life cycle. By linking the project Work
Breakdown Structure (WBS) to its Quality Breakdown Structure (QBS), EQM
enables project managers to deal in a practical fashion with the
clients' stated and implied needs. This makes it an important
negotiation device between the project manager and the client by
explicitly tying quality delivered to progressive and final payments.
Dr. Jean Paul Paquin, PMP, P. Eng., was director of the
Master's Program in Project Management at the Université du
Québec en Outaouais for over 8 years. With more than 500
registered students, the Master's Program in PM has become under his
direction a fully bilingual program (French & English) and one
of the most important Programs in Project Management in North America.
Dr. Paquin has developed an expertise in the fields of Project
Financial Evaluation, Systems Reliability, Project Risk and Quality
Management and Business Strategy. His work experience includes
extensive field experience in financial evaluation and economic
planning (Input-Output Analysis) for the World Bank and private
consulting firms operating in the Third World. (CARICOM countries,
Senegal, Morocco...) as well financial risk assessment for the
Department of National Defence of Canada, systems reliability
assessment for the Canadian Air Transport Security Authority, as well
as Strategic Planning for a major Canadian Credit Union. Dr. Paquin
currently teaches Project Management and Project Financial Evaluation.
His research and publications cover such diverse fields as: Project
Financial Evaluation, Quality Management (IEEE-Engineering Management,
Feb. 2000), Risk Management, and Dynamic Strategic Management (Journal
of Engineering Management - 2007).
Dr.
Jean Couillard received the Ph.D. degree in Operations and
Decisions Science in 1987, and the MBA degree in 1979, both from the
Université Laval in Québec. He is Associate
Professor at the School of Management of the University of Ottawa. He
concentrates his research in the areas of project management, project
risk management, and quality management. Professor Couillard's research
has been published in several journals and magazines including: IEEE
Transactions on Engineering Management, Decision Support System: the
International Journal, the European Journal of Operational Research,
the Project Management Journal, and Gestion 2000.
Professor Couillard has served as a project management consultant and
trainer for many organizations and institutions, including the
Department of National Defence, the Royal Canadian Mounted Police, the
Canadian Space Agency, the National Research Council Canada, Industry
Canada, Statistics Canada, Justice Canada, Public Works and Government
Services Canada, Canada Posts Corporation, Consulting and Audit Canada,
the Industrial Materials Institute, and the International Cooperation
Office of the University of Ottawa. Dr Couillard has developed and
conducted many introductory and advanced project management courses and
workshops. Professor Couillard is a full member of the Institute of
Electrical and Electronics Engineers, IEEE, and the Project Management
Institute, PMI.
PLEASE RSVP BY MAY 17th, 2006.
Friday, June 9, 8h30-10h30: Business
Case
The Art of
the Business Case
The term "Business Case" is one of those harmless sounding little terms
that can mask a lot of complexity. Probably because it's used
differently by different people and in different contexts. It's also a
term that is easily internalized which means that for those that "do"
business planning or provide business management advice take it for
granted that everyone else knows what it means and how it's done. In
this presentation we will touch on: What do we mean by
business case?
Provide a few examples
Make the link between business case
and business plan
What makes a case compelling
(analytical tools and underpinnings)
John
V. Gelder has acquired over 20 years of in-depth business and
consulting experience in both the public and private sectors. John's
specialized area of expertise includes: business development planning,
strategy, research and facilitation, evaluative analysis and consulting
for performance improvement.
As Senior Partner with Gelder, Gingras & Associates, Certified
Management Consultants, he has consulted extensively with federal
departments and agencies, industry associations, and private sector
businesses. He holds a B.A. (Honours) in Economics and Political
Science from the University of Toronto, and a Master of Business
Administration (M.B.A.) degree from the University of Ottawa. John is
also a Certified \ Management Consultant, Fellow (FCMC), a Certified
Quality Improvement Associate (CQIA) and a Certified Marketing Research
Professional (CMRP). A strong proponent of continuous learning, John \
is an active member in several professional associations including the
Canadian Association of Management Consultants (CAMC) and the
International Association of Facilitators (IAF). He has lectured at the
college and university level in marketing and business management and
facilitated numerous planning and strategy workshops for public and
private sector clients. On behalf of CAMC, John has been an Advisor to
the National Research Council's Canadian Technology Network, providing
strategic business development and management advice to early stage
SMEs and has provided training to other CMCs on the CAMC's NRC/IRAP
sponsored Management Advisory Service (MAS). He is bilingual and holds
and enhanced reliability security clearance.
Business
Case Development: New Product Introduction (NPI)
This presentation will focus on the purpose of a business case and its
key elements. Within the key elements of a business case the following
aspects will be covered: the competition, market analysis, and the need
for the product/service. Finally, a pratical method for developing NPI
business cases will be shown. This method includes: elements of
cost/benefit analysis, uncertainty and risk analysis, and sensitivity
analysis.
Ramin Adim
has been an IEEE member for over 10 years. Ramin is currently a senior
analyst with the Business Decission Support group (Engineering
Economics) at Bell Canada. Part of his role is to evaluate and valuate
business cases for NPIs (New Product Introductions). The products span
a wide range of areas such as Data Centres, Security Solutions,
Financial Products, and Software Solutions.
PLEASE RSVP BY JUNE 7th, 2006.
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Registration
FREE
to IEEE, IEEE Students
& EiT* (Membership to IEEE available at http://www.ieee.org/).
Muffins and coffee will be served.
"Modern
Project Management: EVM and EQM" seminar to take place on Friday, 19
May 2006, from 8h30 to 10h30, at the
Communication Research
Center. 3701
Carling Avenue, main auditorium, building 2 (Ottawa).
If you are an
IEEE Member or an EiT*, click on this link:
to register at no cost
If you are not
an IEEE Member nor an EiT*, click on this link:
to register at a cost of $10, payable at the door the day of
the event.
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We welcome you to submit
suggested topics for presentations.
If you wish to volunteer to
help organise a seminar, do not hesitate and contact EMS Officers.
*
For additional information or to indicate transition please contact:
Jean Couillard at couillard@telfer.uottawa.ca,
or Alfredo Herrera at alfredo.herrera@ieee.org.
You may become a
member at http://www.ieee.org/
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