Track C:
People Side & Leadership

Developing Technical Leaders: Strengthen the Hands of the Strong

With the help of a prestigious advisory panel made up of representatives from organizations at 3M, Bank One, Citizens as, Nike, Northeast Utilities, RMA built a list of 10 leadership competencies for Technical Leaders. This presentation will discuss which competencies you need to grow to turn your average managers into golden leaders. Maximize the people improvement in an organization, then monitor the revenue, cost and service levels of the organization to drive performance improvement.

Lou Russel, President/CEO, RUSSELL MARTIN & ASSOCIATES

Are You Too Soft?

Most project managers – most leaders – are not consistently willing to make the tough and unpopular project-related decisions, even though their instincts warn them that they are not taking the most effective action. Witness examples of project manager actions (or inactions) that are indicative of too-soft behavior.Will you recognize familiar behavior? You don't have to be rude, insensitive, arrogant, or a bully to avoid being too soft. None of these attributes is acceptable – ever! Come prepared to rethink what constitutes effective project management and leadership behavior. You won't want to miss this!

Neal Whitten, PMP, President, THE NEAL WHITTEN GROUP

Successfully Introduce Project Management in a Reluctant Business Culture

This session offers practical suggestions for adapting project management techniques to fit a work environment where formal project management is not embraced. Attendees will leave with tactics for: addressing unrealistic deadlines, finalizing requirements, managing management, and controlling the overall project.

Sarah Blendermann, Assistant Director, Member Research & Technology, AMERICAN CHEMICAL SOCIETY

Continuous Improvement: Developing Project Management Staff

This sessions is a discussion of the challenges and benefits of a formal professional development program for project management professionals with a focus on developing a competency-based plan with a commitment to continual growth and to excellence.

Whether you hire experienced PM staff, develop staff from entry level, or a combination of the two, a strong professional development plan will benefit your project management staff and your organization.

Lindsay Chamberlain, Project Manager, Information Technology Services, THE UNIVERSITY OF TEXAS AT AUSTIN

End of Day

Day One Track Sessions

Track A:
Core Competencies

Track 1:
Core Competencies for a BA - The IIBA Body Of Knowledge

Track B:
Advancements in Project Management

Track C:
People Side & Leadership

Track 2:
The BA role within the Enterprise

Track D:
Techniques, Tools and Trends

Track 3:
Advancements, Techniques & Trends This Track will be Chaired by IRISE

Track E:
Enterprise

The Big Picture, Tying the Technical Side
and the Business Side Together