403.605.2800 | email Ken Hanley, M. Eng.

Seminars & Workshops

Send Lawyers, Guns, and Money: 1 hour
Warren Zevon

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

1.Am I understanding?
2.Am I doing everything I can to make myself understood?

The world we work in isn’t so complicated as to require complex theorems and formula and lectures to figure it out: Ken will talk about the 'basic stuff', the day –to-day blocking and tackling of understanding and being understood that’ll make our work days better and more effective.

Through stories and anecdotes, advice and cautions ("Whatever you do, don’t do this dumb thing I did!"), questions and questionable quotes, Ken’ll take us through an hour of the 'try this' and ‘don’t do that’ that’s he’s learned over twenty years of working with PMs and BAs, and the people that PMs and BAs work with.

Seminar/Workshop: 7 hours
Guerrilla Project Management: How Not to Screw it Up at the Start

Seems there’s never enough time for effective planning, but plenty of time is wasted fixing mistakes that good planning would have eliminated.

'Rapid' development projects? 'Fast track' projects? Both are often excuses for poor and inadequate planning. Our world is rife with projects that launch without

  • a clear idea of what they’re really all about
  • a widely shared understanding of what their (explicit and objective) performance metrics should be
  • identification of major project checkpoints
  • a clear understanding of who all the project stakeholders are, and what deliverables will be required to meet their expectations
  • documentation of the conditions (identified as part of initial project planning) that would cause us to cancel the project in

With the time that we do get to plan, we often create disjointed, poorly communicated documents that make no explicit connections between our project’s stakeholders, deliverables, risks and uncertainties, budgets and schedules.

It doesn’t have to be this way. In this presentation, Ken Hanley will lead the group through the creation of a meaningful, really usable, 'evergreen' project charter, using a flexible framework that can be applied to any project, a framework that adjusts to different sizes and types of projects.

Use the framework to make the connections, open the communication channels, and get a firm grip on the project you have before you start to burn money, and burn out valuable people.

With this presentation, learn how to:

  • build a results-based project plan
  • avoid PM 'trivia', and focus on the real make-or-break issues
  • identify and manage project stakeholders, and specifically and deliberately align their interests
  • make effective use of a real project sponsor
  • more accurately understand, assess, manage, and communicate project risk and uncertainty
  • build an organic project control and tracking system

Seminar/workshop: 7 hours
Strategic Portfolio Management: Making the Connections

No, it’s not enough just to 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 organization and project environment.

Strategic portfolio management demands:

  • An explicit ‘line of sight’ between all projects in a portfolio, and the strategic intent of the organization hosting the projects
  • An ability to make explicit trade-offs between projects and their priorities
  • An ability to clearly communicate how the portfolio is put together, and how it is managed on an on-going basis
  • With this presentation, learn how to:
  • effectively guide your organization in selecting (and reselecting, and reselecting) projects
  • make trade-offs intelligently: what goes out of the active portfolio when something else has to come on?
  • recognize and manage project interdependencies within a portfolio.
  • align projects within a strategic framework
  • create and manage an ‘evergreen’ portfolio

A Dozen Dumb Ideas from Conventional Project Management: 1 hour

It’s all about context – these conventional project management ideas aren’t bad in and of themselves, the trouble arises with their thoughtless, mechanical, and methodology-driven application.

Learn about a dozen dumb ideas that are too often taken as conventional project management wisdom, and how to avoid them, and what to do instead.

Learn about 'dumb ideas' like

  • contingency
  • project dashboards
  • percentage complete
  • red light/yellow light/green light indicators
  • project steering committees
  • most project names

and the alternatives that just might be better for you and your projects…

Do or Die Project Management Practices: 1 hour

"All work is project work." If this is true, then it’s necessary to understand the best practices that make or break a project. Best practices like:

  • uncompromising and ‘brutal’ clarity – a complete and comprehensive understanding of stakeholder expectations – what they mean in terms of deliverables, and where they conflict
  • avoiding the fatal flaw of starting at the beginning of a project, and instead, harnessing the power of ‘working backwards’
  • risk and uncertainty management that directly connects to the project schedule, budget, and ultimate performance
  • the explicit management of project tradeoffs, and the connection to a workable change control discipline
  • Capable handling and understanding of tradeoffs

With this presentation, get a look at pragmatic thinking on how to:

  • build a useful and realistic schedule
  • acknowledge, reflect and manage project risk and uncertainty
  • explicitly manage stakeholder expectations
  • use the Project Priority Triangle
  • build in project check points and off-ramps before you finish project planning
  • most effectively engage a project sponsor

Organizational Change Management: Build it in, Don’t Bolt it On: 1 hour

OCM on your project can’t be an afterthought: it should be built into your plan right from the start.

Measures of Success? Business Adoption? The effectiveness of training? All depend on how well – and how well integrated – your OCM and project planning is.

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