1. January 2013 Chapter Meeting – “Hot Topics Revisited”

2.  Members helping members  Every table to work as a team  Designate a scribe (legibility important)  Review of topics  Develop responses  Highlight “chosen few”  Share samples with the group 2

3.  Introduce and briefly discuss topic  On your sticky notes – write brief (up to 5 words each) responses.  One sticky per “answer”  Give to your scribe  Scribe place onto answer template sheet(s)  Review as a team – best answers?  Share with the group 3

4. 1. Project Leadership Skills 2. Dealing with Agile Dysfunction 3. Project Management for non-PMs 4. Delivering Large Projects 5. The Value of the PMO 6. PM Certification demonstrates competence 7. Vendor Management for PMs 8. Pittsburgh Projects and Project Management 9. Portfolio Management as Strategic Execution 10. Managing Change 11. Other…_______________________________ 4 Based on http://www.esi-intl.com/~/media/files/public-site/US/POVs/ESIViewpoint_Top-10-PM-Trends-2013 and PMI Pittsburgh Top Topics 2010http://www.esi-intl.com/~/media/files/public-site/US/POVs/ESIViewpoint_Top-10-PM-Trends-2013

5. IndexNameCount 1Project Leadership Skills30 2Dealing with Agile Dysfunction14 3Project Management for non-PMs13 4Delivering Large Projects18 5The Value of the PMO12 6PM Certification demonstrates competence7 7Vendor Management for PMs7 8Pittsburgh Projects and Project Management23 9Portfolio Management as Strategic Execution16 10Managing Change24 11Other1 5

6.  Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team. (PMBOK 5 th )  Establish and maintain the vision, strategy, and communications; foster trust and team building; influence and mentor.  Are organizations training their PMs on both “hard” PM and “leadership” skills? 6

7.  Some benefits of Agile: Reduced costs, speed time to market, increase quality  “Using” Agile but it’s not delivering to original expectations for the organization?  Are your PMs and professionals trained?  Is the organization culturally ready?  Are team-members trained and prepared?  Have executives broken down barriers to adoption? 7

8.  For decades “project manager” was a role, not a title.  How should organizations support project management for people who are not PMs?  What are the differences between the needs and experience of dedicated and non- dedicated project managers? 8

9.  What are the unique challenges in delivering large projects?  Vendor dependencies, complexity, stakeholder management, experience?  How big is a large project? $10m / $100m / more…  What roles and practices are different between large projects and smaller projects? 9

10.  A library of practices, or a projects dashboard, or a pool of project managers… these are no longer enough.  How are PMOs focused on delivering value to their organization?  What needs to change for the PMO to become more valuable and strategic, or face extinction (as has happened to many) 10

11.  Do I really need a PMP? (Lee Lambert April 2012)  US Government sees reduced requirements for PM training – what impact on delivery?  Is there a difference between a PMP and a competent project manager?  What should we consider to demonstrate the effectiveness and value of any project manager? 11

12.  Many organizations see “vendor management” problems characterized by contract scope creep, poor quality, missed deadlines, and blown contract budgets.  Outsourcing is on the rise – how should we address these problems?  Elements to consider include: Requirements clear and up front, contract terms, ongoing management, skilled vendor managers 12

13.  What’s happening in the world of Pittsburgh project management?  What are our success stories?  What do we need to improve?  What do we need to share? 13

14.  Active projects you’re aware of and would like to know more about (or are involved with) 14

15.  Projects completed in the last two years that are significant? 15

16.  What challenges do we face for project management in the Pittsburgh region? 16

17.  Portfolio management is more than a prioritization exercise.  The portfolio should represent competitive strategy that will turn executive intentions into reality.  Do you see a portfolio hierarchy at the BU, Group, Division, and Corporate levels?  Are portfolio management principles and practices adopted and effective?  Are conflicts and priorities handled diplomatically and effectively? 17

18.  How do we manage change that occurs when a new project is underway?  How should the project manager interact with the project sponsor? Team members? Customers? General stakeholders?  Is there one clear message that must be transmitted? 18

19.  What are you doing today?  What should you be doing? What do you recognize as “Best practice”?  Why Current state?  How to get better? 19

20.  What are you doing today?  What should you be doing? What do you recognize as “Best practice”?  Why Current state?  How to get better? 20

21.  What are you doing today?  What should you be doing? What do you recognize as “Best practice”?  Why Current state?  How to get better? 21

22.  What are you doing today?  What should you be doing? What do you recognize as “Best practice”?  Why Current state?  How to get better? 22

23.  Final thoughts and suggestions  Hand in your sheets please 23