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2006 Meetings Wednesday, February 1, 2006 Topic Summary: Winning Conversations: Mastering the Art of Business Development provides an executive level briefing on the mechanics, thinking and discipline of the MBDi business development process. This process focuses on positioning you as a long term strategic business partner rather than a transactional service provider. It goes beyond techniques and tactics of consultative selling by introducing the thinking and process of professional business development. In addition to addressing the mechanics and skills of business development, the MBDi process incorporates the psychological components and principles required to advance ones personal and professional development. Segments covered in this presentation include:
Click here for the presentation. About the Speaker: William B. Scheessele"Been there and done that" takes on a whole new meaning when you’re talking about Bill Scheessele. He’s been one of the top sales executives in the United States, and he’s been out of work. Not only was he fired from his first sales job; he was fired twice (from the same company and by the same person) from a sales executive’s job. Because he’s been through the good times and the bad, Bill understands what it takes to succeed. And for more than 2 decades, he’s been helping others understand it, too. As president and CEO of MBDi, Bill and his team specialize in Business Development services, these include Business Development consulting, recruiting and training for the engineering, utility, nuclear, information technology, biotech/pharma and other highly technical industries. In the training field, of course, you’re only as successful as your students are. People who attend Bill’s training often succeed beyond their wildest dreams. They listen and learn from Bill because they recognize that he’s someone who knows. He knows about teamwork – he was an Army combat instructor during Vietnam. He knows about sales – he was vice president of international sales for a subsidiary of the Trane Company. And he knows about business and technology – he has an engineering management degree from Purdue and an M.B.A. from Xavier University. He’s got the credentials. He’s got the experience. He’s got the ability to teach and motivate others. And he still gets on the phone or face to face with prospects, and sells every day.
Wednesday, March 1, 2006 Dinner Meeting/Presentation: Click here for the PDF version of this presentation. The Project Management Institute’s Organizational Project Management Maturity Model (OPM3®) emphasizes two things: Choosing the right projects to execute organizational strategies, and implementing the processes, structures, and behaviors necessary to deliver projects successfully, consistently, and predictably. This discipline is called Organizational Project Management or OPM. The OPM3 standard describes excellence in these two areas in terms of roadmaps from lesser to more advanced capabilities that can be assessed. Through an assessment using this standard, an organization's current profile or level of maturity is identified, as well as the next steps toward becoming more capable. PMI and DNV have developed new assessment software and a new PMI certification for OPM3 Assessors. The leader in OPM3 services, OPM Experts has performed many OPM3 assessments in a variety of industries including aerospace and defense, financial services, communications, healthcare, information systems, telecommunications, and professional services. OPM Experts has real-world experience using OPM3 to design and implement PMO’s, improve governance structures, make processes capable, and orchestrate organizational change. The expertise of OPM Experts in the content and application of OPM3 is unsurpassed, and translates into assessments that are practical, credible, consistent, verifiable, scalable, flexible, accurate, and actionable. In this presentation by the original Program Manager of the PMI OPM3 Program and the pioneer of Organizational Project Management, you will learn what OPM3 is and the essential considerations for using it to assess and improve your organization’s ability to deliver projects successfully, consistently, and predictably. Learn the latest publicly available information about OPM3 and how it can impact your organization and you as an individual. About the Speaker: For more information, click here.
Wednesday, April 5, 2006 Dinner Meeting/Presentation: Topic Summary: High Performance Teamwork: A Model Two project managers are at a bar. One says: “My project team is finally going great guns. If I could figure out what made it happen, I’d bottle it and sell the formula.” The other project manager says: “My team is in the doldrums and backsliding. I wish I knew why, so I could do something about it.” Both in different ways are victims of circumstance, not the best way to run a project team. Your project teams are probably somewhere between these two extremes. This program is about understanding what it takes to lead a team to high performance, and doing something about it. In this session, participants will receive a practical map to the uneven terrain of teamwork. Using the map – the Drexler-Sibbet Team Performance Model – project managers will be able to size up what’s going on in a team that really matters to its performance. They will be able to locate the key landmarks and the land mines. The Model offers a methodical way to observe a project team, identify the critical issues, and guide the team’s development. It also specifies the kinds of behaviors that tend to move the team toward resolving the issues it has to deal with, and the behaviors that hold it back. Participants will leave with a visual picture of the dynamics of high performance by teams, and some practical guidance in applying the image to their own project teams. For a copy of this presentation, please click here . Presented by: Russ Forrester About the Speaker: Russ Forrester holds a Ph.D. degree in psychology and a Masters in Human Resource Development from George Washington University. He is the principal of Forrester & Associates, Inc. and has been consulting in organizational development for over twenty years. He has consulted with numerous organizations on team-related issues, including Johnson & Johnson, Novartis, Wells Fargo, M&M Mars, and the Mayo Clinic. He serves on the staff of the NTL Institute, and is on the faculty of the American University. He is author of a number of professional journal articles, including “Empowerment: Rejuvenating a Potent Idea,” in the August 2000 edition of the Academy of Management Executive; coauthor with Allan Drexler of “A Model for Team-Based Organization Performance" in the August 1999 Academy of Management Executive; and co-author with Allan Drexler and David Sibbet of "The Team Performance Model" in Team Building: Blue Prints for Productivity and Satisfaction, edited by Brendan Reddy. His current research interests include team dynamics; non-traditional organizational forms, including team-based organizations; the claiming and use of power in organizations; and the use of the techniques of theater improvisation to support teams and organizations. He can be contacted for more information on forrester.russ@verizon.net.
Wednesday, May 3, 2006 Dinner Meeting/Presentation: Topic Summary: Project Management in Home Improvement A successful home improvement contractor is a rare commodity in the DC area. If you hear about one, he probably doesn’t have time to work on your home. This is the case with Bill Millard, so don’t even bother asking. What makes Bill so successful? An abundance of technical knowledge, a sincere desire to improve people’s lives (and their homes), and adaptive project management! Bill considers eighty percent of his job to be project management, particularly in the areas of resource management, customer communications, and juggling multiple projects. Come hear the secrets to Bill’s success. You are guaranteed to walk away with some new tips and tricks of the trade that you can apply to your projects. About the Speaker: for Presenter William (Bill) Millard: William (Bill) Millard owns and manages a small home improvement business in the Washington DC area. After graduating from a local high school, Bill joined the U.S. Army and became a medic in the Republic of Viet Nam from 1967 to 1970. He received a degree in Business Administration with a concentration in accounting. Bill worked in the accounting field until 1976 when he decided to give up his desk job and work outdoors. That year he started building new homes in Frederick Maryland. Since then he has worked in the construction and home improvement industry. Bill worked his way through college repairing British cars. While in the military, Bill taught classes in physical training and military procedures. In addition to running his business, Bill is an occasional speaker giving talks to high school classes or teaching alarm certification for the national burglar and fire alarm association. Click here for a copy of Bill's presentation.
Wednesday, June 7, 2006 Dinner Meeting/Presentation: Topic Summary: LEADERSHIP Are leaders born or made? Must you be a manager in order to be a leader? Are all managers leaders? Are people in leadership positions leaders? Do you aspire to be a leader? Is there a path you can / must take to be a leader? What are the characteristics of a leader? Is there an outstanding example of someone who was a leader? Our interactive session will address these questions and more, using Sir Ernest Shackleton and the lessons from his ill fated 1914 voyage to Antarctica as the example.
Roger is a senior executive and consultant with more than 30 years of experience in senior management, information technology, professional services, and strategic planning – serving clients in government, professional services, associations, retail, and wholesale industries. He is a strategic thinker, specializing in using information technology to improve the corporate business position. Consulting expertise includes counseling senior management in the use of technology to create competitive advantage, business strategy/IT alignment, interim CIO, business process reengineering, and the overall development and deployment of technology to support business strategies and objectives. He has implemented enterprise resource planning systems including SAP, and Lawson. Clients served include various United States Federal Government departments and agencies, Science Applications International Corporation (SAIC), MVM, Inc., International Resources Group, and The Association of Trial Lawyers of America (ATLA) Prior to joining Tatum Partners, Roger served as Vice President of Information Technology and CIO for Merchant’s Inc. a $300 million privately owned automotive tire and service, retail and wholesale company. He had a 30-year career with IBM, which culminated as the CIO for the Governmental Programs unit. Roger’s current activities include adjunct professor in the Masters of Science in Information Technology program at the University of Maryland University College, and the President of NonProfit Information Technology, Inc. (a Maryland based 501 (c)(3) not-for-profit company). He is a member of GSA’s CIO Advisory Committee where he is on the e-government/e-business/e-commerce working group. He is a member of MCI’s worldwide advisory committee; Verizon’s customer advisory counsel; and an active member of The Technology Management Education Association. Roger holds a Masters of Science Degree in Computer Systems Management from the University of Maryland University College; the Federal CIO University’s Certificate in Federal Executive CIO Competencies; and the Graduate CIO Certificate from the University of Maryland University College. He also attended IBM’s Systems Research Institute, IBM’s management, advanced management, and senior executive schools, and MIT’s Sloan School of Management.
September 6, 2006 Topic Summary: "So… What’s So Scary About Change?" One of the biggest fears of modern culture, before terrorism, anthrax, and bird flu, is the fear of change. Among other things, project management is about managing change… and fear. For over 20 years Heidi Thompson has worked as a partner in managing change, and has come to know the many “faces” of fear that change produces. And, she has learned that fear, when understood, is a powerful resource and ally in successfully managing projects. The first thing to understand about change, and the fear that accompanies it, is that both are good. Not only are they good, change and fear are the very basis of life. Without change and fear, there is no life. What we in our modern-day society lack is the ability to understand and use this naturally occurring resource. Just knowing a little bit of the truth about fear and why people fear change, makes it not so scary. So come learn about the science and sociology of fear and why it is so connected with change, as well as a simple approach to analyze and use it constructively. Learn to transform the fear inherent in change into a productive part of the project management process.
Heidi Thompson is the founder of H.P. Thompson Co., a Baltimore-based PC software training and development firm. With over 20 years of experience teaching people to overcome their fear of computer technology and the changes that technology brings, Heidi brings a wealth of knowledge, interesting insights and a simple problem-solving approach to transforming the fear inherent in change into a productive part of the project management process. Her clients in the Baltimore-Washington region include: T. Rowe Price, Johns Hopkins University and Hospital and The National Academies. She has been a member of the adjunct faculty of Johns Hopkins University since 1986. Heidi has an MAS from Johns Hopkins University and a BS from Bridgewater College. To view the presentation, click here .
October 4, 2006 Topic Summary: "Intercounty Connector" About the Speaker: Melinda B. Peters, P.E. – Ms. Peters graduated from Virginia Tech in 1995 with a Bachelor of Science degree in Civil Engineering, concentrating in Transportation. While in college, Ms. Peters completed an internship with the Federal Highway Administration in the Highway Design, Construction, and Geotechnical departments. After graduation, Ms. Peters started her employment for the Maryland State Highway Administration in the Highway Design Division, and has remained there for eleven years. During that time, she completed a Masters of Business Administration degree at Mount Saint Mary’s College in 1998, and is licensed as a registered professional engineer in the State of Maryland. While at the Maryland State Highway Administration, she has worked on several complex projects. Her project design/management experience includes the interchange reconfiguration at I-270 and MD 124; design of the MD 124 Corridor project; and the approximately ten mile US 29 Corridor in Montgomery County, encompassing a total of nine interchanges between Stewart Lane and the Howard County Line. Her project management experience includes conventional design-bid-build projects as well as design-build. She has been involved in the on-going planning activities for the Intercounty Connector project as the Design Liaison and is the Project Director for Maryland State Highway Administration on the Intercounty Connector for design and construction. To view a Power Point presentation for this meeting, click here.
November 1, 2006 Topic Summary: "Positive Workplace Psychology" Speakers: Jimmie West and Jocelyn Davis Jocelyn Davis is well-grounded in the hard facts of the business world as a chief financial officer and independent director on several boards. She is, however, well-versed and quite persuasive, about the organizational value of the Positive Workplace. Ms. Davis is formerly the chief financial officer of AARP and currently is president of Nelson Hart LLC, a consulting and coaching firm. She teaches Managing Project Teams, a required graduate class, at the University of Maryland College Park in the Project Management Program of the Clark School of Engineering. This course has been revised to incorporate concepts of positive psychology, the study of how people flourish, to attain outstanding project performance. Ms. Davis is co-founder of the Positive Workplace Alliance which provides consulting, coaching and workshops for organizations world-wide. To view the supporting paper for this meeting, click here . (Please note that the document is copyrighted material). For photos from this evening, please click here .
December 6, 2006 Topic Summary: “Program Management Certification, A Step Beyond the Project Management Professional.” Nick Clemens will speak about PMI’s exciting new Program Management Certification and other updates of timely value coming from PMI at that time. The emphasis will be on the new Program Management Certification. Attendees will be able to assess whether this certification would be of value to them and will learn what it takes to achieve this certification. Speaker: Nick Clemens Mr. Nichols J. Clemens, PMP, is a proven Director and Program Manager with extensive commercial, government and Department of Defense expertise. He has over six years experience in multi-site and multi-cultural management of complex command and control systems and is currently managing his own project management consulting, mentoring and training firm, Analytic Risk Management Inc. Formally Mr. Clemens worked for two small businesses providing both project management training and systems engineering support to clients. As a chief systems integration engineer for a major DOD program management office (PMO) Mr. Clemens was a key author of the a number of technical plans including the PMO’s strategic plan, systems engineering support plan, and requirements documents. He has published papers on systems engineering and project management and has appeared as an invited speaker at various professional symposiums. Mr. Clemens is active in the Project Management Institute (PMI) where he is currently the Region Five Mentor responsible for representing the Institute within a five state area surrounding Washington DC. Mr. Clemens is the Past President of the PMI Baltimore Chapter and has served on the PMI Leadership Member Advisory Group. He is a Project Management Professional, and certified by the Department of Defense as a Level III Acquisition Program Manager and a Level II Systems Planning, Research Development and Engineering Professional. To view this PowerPoint presentation, click here .
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