PMIWDC

Even world-class project managers will not succeed unless they get their executives to act for project success. The trap of applying best practice project management only to have the project fail because of executive inaction or counteraction can be avoided. This is a how-to seminar. Through instructor lecture, facilitated discussion, and in-class exercises, project managers will be able to learn how can to get their executives to act and to understand the executive actions most likely to contribute to project success.

This seminar topic has drawn overflow audiences at PMI Global Congresses in Toronto, Bangkok, Madrid, and in Denver where it drew the largest audience of the conference; it has also been featured in the PM Network magazine. Students will find out the sources of power available to the project manager and see how a project management council can be used to amplify their power. This seminar draws upon recent research about top performing project managers, about why executives fail, and about why new products fail to identify the basis for a strong mutual partnership between project managers and executives. A list of top ten project manager actions is included. The instructor, who has presented every year for the past decade at PMI Global Congresses draws upon his years of experience at the CIA and elsewhere to give students his assessment of what it takes to succeed at project management in today’s environment.

Learning Objectives:

• Identify the actions an executive can take to help projects succeed. 
• Understand why projects are now more dependent on an executive. 
• Learn how project managers can use their power to influence the executive to act. 
• See how recent research about executive failure, about new product development, and about top project managers can be used to advantage. 
• Understand how a project management council and a project champion role are key methods project managers can use to amplify their power. 
• Receive a list of top ten project manager actions.

AGENDA

8:00 AM - Registration and Continental Breakfast
8:30 AM - Seminar Begins
4:00 PM - Seminar Ends

LOCATION

(Includes Continental Breakfast)

$325.00 - Member Registration
$350.00 - Nonmember Registration
$375.00 - On-Site Registration (if space is available -- preregistration is strongly reccomended)

Mr. O'Brochta, who has managed hundreds of projects during the past thirty years, is also an experienced line manager, author, lecturer, trainer and consultant. He holds a master's degree in project management, a bachelor's degree in electrical engineering, and is certified as a PMP®. As Zozer Inc. President, he is helping organizations raise their level of project management performance. As a senior project manager at the CIA, he led the project management and systems engineering training and certification program to mature practices agency-wide. Mr. O'Brochta's other current work includes project management office formation and management, the development of project management life cycle methodologies, project management maturity assessments, project management occupation development, and the creation and delivery of successful project management classes and seminars for participants at various knowledge levels.

His audience evaluations for the past decade has consistently averaged 98% strongly agree and agree. He serves at the PMI corporate level on the Strategic Alignment Planning and Reporting Review Committee and at the chapter level where he built and led the international PMIWDC Chapter-to-Chapter program. Mr. O’Brochta has written and presented papers at every PMI North American Global Congress for the past decade as well as at many international and regional conferences. His presentations at the recent PMI Latin America and North America Global Congresses drew the largest audiences at those events. Topics that he is currently passionate about include how to get executives to act for project success and great project managers. Since his recent climb of another of the world’s seven summits, he has been exploring the relationship between project management and mountain climbing.