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403.605.2800 | email Ken Hanley, M. Eng.

Summary Presentation

Conventional Project Management: A Dozen Dumb Ideas

It’s all about context – these conventional project management ideas aren’t bad in and of themselves.  The trouble arises with the impractical application of these ideas. 

Learn about a dozen stupid, and all too common project management mistakes, 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


Workshop Presentation

Strategic Portfolio Management

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 tradeoffs between projects and their priorities
  • An ability to clearly communicate how the portfolio is put together, and how it is managed on an ongoing basis

With this presentation, learn how to:

  • effectively guide your organization in selecting (and reselecting, and reselecting) projects
  • make tradeoffs 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


Workshop Presentation

Planning for Projects: Getting it Right Up Front

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


Summary Presentation

Do or Die: 13 Critical Project Management Practices

“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


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