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403.605.2800 | email Ken Hanley, M. Eng.

Scheduled Events

September 15th: Send Lawyers, Guns and Money

All the research, academia and lectures aside, it comes down to two things: 

1. Am I understanding? 

2. Am I being understood? 

The world we work in shouldn’t require complex theorems, formulas and lectures to figure out what others, including yourself are trying to communicate. Ken will talk about the ‘basic techniques’, that will simplify and help make your message more concise. 

This hour long session will help to improve your work-day communication as Ken brings two decades of experience in working with PMs and BAs, and the people that PMs and BAs work with.

http://www.pmbaconferences.com/vancouver/keynotes.html


ProjectWorld Vancouver

Tuesday, September 15th: Send Lawyers, Guns and Money... Making Your Communications Count All the research, academia and lectures aside, it comes down to two things: 1. Am I understanding? 2. Am I being understood? The world we work in shouldn’t require complex theorems, formulas and lectures to figure out what others, including yourself are trying to communicate. Ken will talk about the ‘basic techniques’, that will simplify and help make your message more concise. This hour long session will help to improve your work-day communication as Ken brings two decades of experience in working with PMs and BAs, and the people that PMs and BAs work with. Tuesday, September 15th: A Dozen Dumb Ideas From Conventional Project Management A methodological and mechanical adherence to standard PM practices can lead a PM straight into trouble. There are times when the best PM practices, blindly applied and without context, can be the worst ideas. This session will talk about PM practices in a holistic project context, considering where (and where not) a savvy PM uses the traditional PM tools and techniques they’ve been schooled in. 1. How not to get in a ‘bad’ place with seemingly ‘good’ practices from the methodology 2. Most ‘good’ project management practices can be ‘bad’ if executed methodologically, pedantically, and without reference to context 3. Every PM practice needs to be viewed in a larger project context


September 17th:Strategic Portfolio Management

It's not enough to just manage your projects well. It's critical that they be managed effectively within a Strategic Project Portfolio - a living, breathing program of projects that changes quickly and effectively in response to changes in your environment.
Strategic portfolio management demands:
1. active engagement of the executives who will be directly and visibly responsible for the composition of the portfolio 
2. an explicit 'line of sight' between all the projects in the portfolio and the strategic intent of the hosting organization 3. an ability to make tradeoffs between projects and their priorities
4. an ability to clearly communicate how the portfolio is put together, and how it is managed on an ongoing basis.
 
In this workshop you will learn how to align projects within a strategic framework, how to create and manage an evergreen portfolio -  the process of selecting and reselecting projects, how to handle environmental changes and how to make tradeoffs intelligently: what goes off the list when something else has to come on?  And finally, how to recognize and manage project interdependencies within a portfolio.
 
Learning objectives:
 - How to align projects within a strategic framework
-  How to create and manage an evergreen portfolio
-  The process of  selecting and reselecting projects
-  How to handle environmental changes, and how to make tradeoffs within a portfolio intelligently
-  Deciding what goes off the list when something else has to come on
-  How to recognize and manage project interdependencies within a portfolio


September 15th:A Dozen Dumb Ideas From Conventional Project Management

A methodological and mechanical adherence to standard PM practices can lead a PM straight into trouble. There are times when the best PM practices, blindly applied and without context, can be the worst ideas. This session will talk about PM practices in a holistic project context, considering where (and where not) a savvy PM uses the traditional PM tools and techniques they’ve been schooled in.

  1. How not to get in a ‘bad’ place with seemingly ‘good’ practices from the methodology
  2. Most ‘good’ project management practices can be ‘bad’ if executed methodologically, pedantically, and without reference to context
  3. Every PM practice needs to be viewed in a larger project context

Details


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