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07
Apr
2017

04-07-2017 8:00 am -4:00 pm
Pricing varies-see details

Professional Development Day

 

 Full Day – Morning & Afternoon Interactive Workshops (7 PDUs)

      Date:Friday, April 7, 2017

      Times:

     8:00 AM – 8:30 AM : Registration

             8:30 AM – 12:00 PM :  “Driving Organizational and Cultural Change” or 

                                                     "Strategies for Technical Debt"

     12:00 PM – 12:30 PM : Lunch (provided for full day attendees)

            12:30 PM – 4:00 PM –  “Driving Organizational and Cultural Change” or

                                                     "Strategies for Technical Debt"

              

      Location:Falmouth Country Club, One Congressional Drive, Falmouth, ME 04105

 

   Full Day Pricing:

       Chapter Members: $149

Non Members: $179

Student/Active Military: $125

   Half Day Pricing: $89.50 Lunch is not included  (registration coming shortly)

  

 Work Shop Descriptions:

Driving Organizational and Cultural Change

Speaker: Eric P. Bloom

PMP Continuing Certification Talent Triangle Topics: Leadership – 3.5 PDUs

Description:What are the volatile elements that cause change in the projects you manage? What can you and others do to help facilitate meaningful change to your team, stakeholders, and the company or organization?

The implementation of new software, manual and automated procedures, business processes, and/or the rollout of new corporate business models change career paths and their trajectories.

This class outlines what must be in place for change to occur and various informal and formal methodologies to help facilitate it, on both an individual basis and regarding your team, your stakeholders and your organization as a whole.

Class Topics include:

  • Changing People and Culture 

      • Role of an Entrepreneur
      • Needed change management skills 

      • The change management process 

      • Emotional stages of change

      • Agents of change

      • Proper communication 

  • Commitment and Buy-In

    • Levels of Commitment

    •  Levels of Required Support

    • Level of Support and Opposition 

  • Formal Change Methodologies

    • Lewin's Three Stage Model of Change 

    • Kotter's Eight Step Change Model

    • Conditions for effective change

    • John Fisher's Personal Transition Curve 

  • Four Phase Change Process 

  • Implementing New Technology 

  • Digital Natives and Digital Immigrants

    Key Take-A-Ways:

  • An understanding the role of project management in organizational growth and change 

  • Knowledge of key industry change methodologies 

  • Conceptual perspective to induce change within an organization 

Strategies for Technical Debt

Speaker: Rick Brenner

PMP Continuing Certification Talent Triangle Topics: Strategic and Business Management – 2.5 PDUs, Leadership 1.0 PDUs

Description:Technical debt is more than mere IT jargon. It’s a metaphor that refers to the accumulation of technical artifacts that really ought to be retired, replaced, rewritten, re-implemented, or, if absent, created. We can find technical debt in almost any system, including those that seem to be working well. So what’s the problem?

The problem is the “interest charges”. Systems carrying technical debt are more difficult to maintain, more difficult to extend or enhance, and more difficult to use, than they would be if we “retired” the debt.

So why don’t the technical people just retire the technical debt? The short answer: despite its name, the technical debt problem isn’t purely technical. It’s an enterprise-scale problem. This workshop explores strategies for retiring accumulated technical debt, and keeping subsequent debt levels manageable. It’s aimed at project, management, and technical leaders, and executives who want to gain control of technical debt.

We develop five guidelines for designing technical debt management strategies for the modern enterprise. In brief: control formation of new technical debt, craft more effective communications, avoid the indirect effects of technical debt, make and use debt projections, and address outstanding cultural debt.

This engaging and eye-opening workshop points the way to a path that leads your organization out of technical debt, to make it more adaptable, more transformable, and more agile.

Presenter Biographies:

A former CIO, today Eric P. Bloom is an Amazon #1 bestselling author, TEDx Speaker and the President of Manager Mechanics LLC, a company specializing in leadership, business/interpersonal skills and productivity training. He is also a keynote speaker, trainer, CIO.com contributor, former nationally syndicated columnist and past President of National Speakers Association (NSA) New England. Eric is also the author of various books, including “The CIO’s Guide to Staff Needs, Growth, and Productivity”, and his #1 Amazon bestseller, “Productivity Driven Success: Hidden Secrets of Organizational Efficiency.”

Contact him at This email address is being protected from spambots. You need JavaScript enabled to view it., follow him on Twitter at @EricPBloom, or visit www.ManagerMechanics.com.

Rick Brenner is principal of Chaco Canyon Consulting. He works with people in dynamic problem-solving organizations that are making products so novel or complex that they need state-of-the-art teamwork and stronger relationships among their people. In his 30 years as a software developer, project manager, software development manager, entrepreneur, consultant, and coach, he has developed valuable insights into the interactions between people in complex dynamic environments, and between people and the media in which they work.

As a coach, he works with managers at all levels, emphasizing development of interpersonal skills, especially in fluid, high-stress contexts, such as organizations that are moving from a strict operational orientation to one in which ongoing operations must compete for resources with special enterprise-scale projects. Such a mixed environment creates organizational stresses that leaders must understand, not only because of the change-related issues that arise, but also because of the challenges to managers that they create, even when equilibrium is attained.

USD179.00

Chapter Membership

Total Members 326
New Members Added 0
PMP® Members 223
CAPM® Members 6
PgMP® Members 0
PMI-SP® Members 0
PMI-ACP® Members 5
PfMP® Members 0
PMI-PBA® Members 0
PMP/CAPM/PgMP/PMI-SP/PMI-RMP/PMI-ACP/PfMP/PMI-PBA are registered marks of the Project Management Institute, Inc.

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