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Jeff’s extensive experience includes
running the Program Management Office (PMO) and a $60M project
portfolio for IBM’s development facility in Oregon. He managed new
product development with program budget over $100M and worldwide
cross-functional teams of over 100 members. His engineering teams have
delivered many successful products to the marketplace, including
multiple generations of mainframe-class computer systems.
Jeff’s background is a unique combination of engineering, program
management, and executive staff, enabling him to move easily from the
boardroom to the lab. Jeff’s “in the trenches” track record in product
development ranges from start-ups to large corporations, including
industry pioneers like Sequent, IBM, Prisma and Gould. Jeff is on the
faculty of the Management of Science and Technology department at the
Oregon Graduate Institute, where he teaches project management. He is
a certified Project Management Professional® (PMP) and a member of the
Institute of Management Consultants.
Jeff's Keynote Presentations
Project Portfolio Management – Aligning
Projects and Strategy
Project portfolio management is not project management on steroids.
Its purpose is selecting the right projects to deliver maximum
business value. This is fundamentally different from project
management and requires completely different techniques and
perspectives. This session will show you what portfolio management is,
how it relates to project management, and why it is vital for business
success. It will summarize current portfolio management techniques and
best practices and will show you how to select, prioritize, and
coordinate projects to increase their value to your organization.
Note: This is timely because portfolio management has become a
buzzword and there is so much confusion about what it is.
The Art and Science of Innovation and
Development
Luck is not enough to create the repeated project successes that
companies need to survive in a brutally competitive marketplace.
Fortunately, savvy leaders can add science to the luck by creating a
structured development framework that melds five proven management
disciplines: Project Management; Program Management; Portfolio
Management; Platform Management; and Market and Strategic Planning.
This presentation uses research results and the experiences of an
example company to show how these disciplines fit into a single,
cohesive framework, creating a bridge from strategic direction to
clean execution.
Case Study: Implementing Project Management in a Low Maturity
Organization
FabCo* is a worldwide leader in the brutally competitive global
marketplace for semiconductor fabrication. FabCo US operations invest
heavily to stay competitive, annually funding a large portfolio of
technology improvement projects. Many of these projects failed. They
missed schedule and budget, did not deliver what was originally
intended, and caused major last minute surprises to the senior
management team.
This session describes how FabCo-US designed and implemented custom
project and portfolio management techniques to solve this problem. You
will learn how FabCo-US designed its PM system, learnings from the
implementation process, and current results on how much project
success has improved.
Navigating Project Politics
Politics are a reality in every organization, but projects provide
especially prolific breeding grounds for them. Unfortunately, too many
project managers deal with politics ineffectively. This interactive
educational session looks at why politics happen on projects and
teaches a four-step process for dealing with them. For most of us,
political situations are uncomfortable. This session will give you
tools and new insights for honing your political skills.
Driving Projects to Completion
Many projects fail because of poor execution. Even with a good
beginning, a project faces many hazards on its journey toward
completion. This presentation shows you tools and tips that you can
use to drive projects to successful completion.
Initiating and Scoping Projects
Too many projects get off to a bad start right at the beginning, with
poor definition of why the project is being done and what the expected
results are. This interactive presentation shows you how to start a
project right, using good chartering and scoping techniques to lay a
solid foundation for project planning and execution.
How to Deliver Your Product on Time and Budget
Eighty-six percent of projects are late. Adding to the injury, most of
them also spend twice their original budget before they finally finish
. Your venture probably cannot survive such a big project miss.
Fortunately, you can deliver your vital projects on time and on budget
using project management techniques, learned from seventy years of
large and small projects around the globe. When applied with the right
balance of flexibility and discipline, these techniques substantially
increase your project success rates.
Note: Appropriate for introductory audience.
Managing Multiple Projects as a Program
Few leaders have the luxury of focusing on a single project. Instead,
they must balance multiple simultaneous projects, constantly making
imperfect tradeoffs between conflicting needs. This session will show
you how to manage multiple related projects. It covers:
- How programs and projects are different but complementary
- Considerations for planning a program of related projects
- Tracking and managing the execution of multiple projects
The session includes discussions and
interactive exercises that will involve you in the material
immediately.
Managing Multiple Projects
(Note: this presentation is a variant of the above program. It surveys
the different types of project collections rather than focusing
specifically on programs.)
Few leaders have the luxury of focusing on a single project. Instead,
they must balance multiple simultaneous projects, constantly making
imperfect tradeoffs between conflicting needs. This presentation
describes management of three different multiple-project scenarios:
loosely related projects, tightly related projects targeted at a
shared objective, and a portfolio of projects that is diversified and
integrated to meet broad organizational objectives.
Risk Management
Many projects fail because of inadequate risk management. This
presentation shows you easy-to-use tools for identifying,
prioritizing, and acting on risks. It also explores advanced
approaches for modern projects that are in turbulent and fast-changing
environments.
How Microsoft Project Supports a Management System
Is Microsoft Project® a real management tool, or does it just get in
the way of real project management? This presentation examines which
parts of project management Project supports well and not so well, and
gives you some tips on how to make it useful rather than making you a
slave to the software.
This is not a tutorial or demo on how to use Microsoft Project®. It
focuses on the major activities of managing projects, and when
software support is beneficial.
Other Topics
Jeff has extensive material in the following areas. Contact him to
customize one of the presentations above or create one especially for
your needs.
- strategy deployment
- operational excellence
- enterprise project and program management systems
- effective portfolio management and governance
- management of engineering, product development, and operations
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