Speed Mentoring for. Project Management

Transcription

1 PMINYC / NYU Speed Mentoring for Project Management Presented by: PMI New York City Chapter (PMINYC) & New York University School of Professional Studies Contact: Suzan Cho, PMP [email protected] Anna Thomas, PMP [email protected] Tatiana Gloria Rivera [email protected]

2 MENTORS & TOPICS Mentor Name Title Topic Pg Rabih Vincent Alali, PMP, MBA, CPHIMS Founder and Managing Director, Wyze Health Technology, LLC The Power of Networking Who you know can change your career path 3 Charles Cirronella, ITIL Vice President, Credit Suisse. NYU-SPS, Adjunct Instructor. The Temple of Project Management 4 John Conti, PMP Sr. IT Project / Program Manager / System Architect, MTA/Metro North Railroad Stakeholder Communication and Collaboration - Key to Project Success 5 Edward Kleinert, MBA, MPH, PMP NYU-SPS, Adjunct Associate Professor. Sr. Program Manager, Memorial Sloan- Kettering Cancer Center (formerly). Job Offers and Negotiations (winning strategies) 6 Lawrence Mantrone, PMP, CSM Founder & Managing Director, Adaptyze LLC. PMINYC Agile Program Manager. NYU-SPS, Adjunct Instructor. Agile Project Management 7 Mary Anne Martucci, PMP Sr. Director of Program Management, Starr Insurance Holdings, Inc. Methodology - Steps to build corporate adoption 8 Holly Ripley, PMP, CSM PMI-NYC President Elect Director, Project Management, Omnicom Media Group PMINYC President Elect Project Retrospectives - Why and How to run a valuable session 9 Frank Saladis, PMP, PMI-Fellow, PMI-NYC President Founder, Project Imaginers and Blue Marble Enterprises. PMINYC, President Senior Instructor, International Institute of Learning (IIL). Developing Leadership Skills 10 Cark Webb, PMP, CCM Senior Project Manager, MTA. PMINYC, Past VP Operations Effective Project Communications 11

3 Rabih Vincent Alali, PMP, MBA, CPHIMS Founder and Managing Director, Wyze Health Technology, LLC The Power of Networking Who you know can change your career path Member N/A Mr. Rabih Alali has over 16 years of Healthcare IT leadership experience with demonstrated abilities in all aspects of IT operations, business process improvement, project/program management, change management, staff planning and development and project budget management. He has a proven track record of numerous leadership positions at prominent healthcare institutions. He is focused on technology that drives business value. His strong understanding of the mechanics and challenges of the Healthcare industry has played a tremendous role in the success of his career. Mr. Alali specializes in project management of information technology solution implementations for Healthcare Providers, Payers & Diagnostic Imaging centers. He founded Wyze Health Technology, LLC in 2006: a healthcare IT consulting practice with accomplishments in over 20 healthcare facilities and health insurance companies (healthcare payers). He holds a Bachelor in Electrical Engineering (B.Eng.) and a Professional Engineering license (P.Eng.) from Ontario Canada. He also has a Master s Degree in Business Administration for Executives (EMBA). Mr. Alali has been a certified Project Management Professional (PMP) since 2005 and continues to be in good standing. Mr. Alali is also a Certified Professional in Healthcare Information & Management Systems (CPHIMS). He is also a frequent visiting lecturer and guest speaker at the Graduate Business School for SUNY Albany. Mr. Alali was identified by Linkedin as one of the top 1% most viewed profiles in 2012 amongst its 200 million members worldwide. Page 3

4 Charles Cirronella, ITIL Vice President, Credit Suisse Temple of Project Management Member Adjunct Instructor, NYU-SPS The Temple of Project Management is built upon seven pillars that form the foundation for everything else. Presentation will focus on three pillars of self and the four pillars of practice. We will also conduct some very interesting experiments that will help you understand and define your end-game for your commitment to project management and your career. In addition, we will cover the two most essential skills of a project manager and why having a process is much better than setting a goal. Charlie Cirronella has an extensive background (33 years) and a vast range of knowledge, skills, tools and techniques. Charlie has successfully managed large scale programs for major Wall Street firms including: Salomon Brothers, Deutsche Bank, Lehman Brothers, World Street, SIAC, JP Morgan Chase, Morgan Stanley and Credit Suisse. He has managed projects "front to back" and worked side by side with trading and sales, portfolio management, prime broker, derivative trading, equity research, middle and back-office operations, IT organizations, and numerous stakeholder and business sponsors. Charlie's specialty is analyzing failing projects and bringing them back on track by focusing participants on effective communications, consistent processes and building solid working relationships. Charlie is also an Adjunct Professor at NYU School of Professional Studies, Project Management and IT Department. His courses include: Project Analysis for Managers, Managing Virtual Teams, Principles of Project Management and the Project Management Summer Intensive. He also works with the NYU Wasserman Center for Career Development at the School of Professional Studies. His two featured webinars are Managing Your Career Process and Managing the Case Interview Process. Charlie also is part of the Credit Suisse Page 4

5 Campus Recruitment Virtual Team for Operations (Americas region). Charlie holds a B.S. from NYU and is ITIL Certified. John Conti, PMP Sr. IT Project / Program Manager / System Architect MTA/Metro North Railroad Stakeholder Communication and Collaboration - Key to Project Success Member N/A [email protected] One of the key factors in successful projects is making sure that all stakeholders are engaged in the project. The project manager is the key person responsible for ensuring that all levels of stakeholders have the information they need to understand the purpose and status of the project. A Communication Plan is one way to ensure that stakeholders at all levels are getting what they need. It defines what is needed for upper management, project sponsors, and project team members. It also defines the content and frequency of reports. Building a team that collaborates is also critical for success. Acknowledging team members for their good work and communicating with team members that might not understand their role, or are not able to deliver, is very important. Successfully managing project risks, issues, scope, and expectations at all levels requires a high level of communication skills. Mastering these skills will ensure much success and satisfaction on your journey. John is an accomplished hands-on Systems Architect and IT Project/Program Management Professional (PMP) with over 25 years of extensive technical and business expertise. He is highly proficient at planning, designing, and managing technical teams in the implementation of complex LAN/WAN Infrastructure, Datacenter design/ migration/ consolidation, BC/DR planning, and global IT projects. John is a graduate of New York Institute of Technology and a Microsoft Certified Professional (MCP). He is active in several professional associations, such as PMINYC, the Institute of Electrical and Electronics Engineers (IEEE) and Toastmasters International. John has extensive experience with clients in a variety of industries on complex, high budget projects. His expertise in International Project Management helped create a foundation for a new global communication system that will enable efficient collaboration and resource consolidation for all United Nations Entities. He reviewed & documented BC/DR plans for Pearson Operating Companies move to new facilities. Currently John manages technology projects for the Metro North Railroad, including build-out of a new datacenter in NYC and creation of an IT system Resiliency Plan for all critical applications. John is comfortable liaising with senior executive management to gather requirements, manage project expectations and provide clear project status updates, risks, and issues. He also promotes web-based technology to maintain close project tracking and coordination. A creative thinker and problem-solver, John has excellent verbal, writing, collaborative, and presentation skills across all levels of management and project stakeholders. Page 5

6 Edward Kleinert, MBA, MPH, PMP Sr. Program Manager, Memorial Sloan-Kettering Cancer Center (formerly) Job Offers and Negotiations (winning strategies) Member Adjunct Associate Professor Job Offers and Negotiations (winning strategies) Adjunct Associate Professor at NYU School of Professional Studies, in the Division of Programs in Business, Leadership, Technology & Project Management, Graduate School and Continuing Education, with a focus on Project Management and Intercultural Business Communications. This includes curriculum development, practice standards, and teaching. Formerly the Sr. Program Manager at Memorial Sloan Kettering Cancer Center, responsible for the planning and management of large-scale enterprise wide projects, related to business process change, enterprise systems deployment, and change management. Sponsored and managed cross-functional teams on project initiatives aligned to the changing needs of the organization, including the Enterprise Retirement Program Redesign, Enterprise Resource Planning system deployment (PeopleSoft/Oracle,) Enterprise Learning Management, eperformance, and a host of online and on premises initiatives, to provide solutions to business problems and take advantage of business opportunities. Education MPH in Health Administration, Columbia University, Graduate Schools of Public Health and Business MBA in Corporate Strategy, New York University, Stern School of Business Page 6

7 Lawrence Mantrone, PMP, CSM Founder & Managing Director, Adaptyze LLC Agile Project Management Agile Program Manager Adjunct Instructor Businesses these days require project managers to be flexible and respond well to change. Agile Project Management is a specific approach to project management that attempts to deal with projects that need to change quickly and address change effectively. Read more: Lawrence Mantrone is the founder and managing director of Adaptyze LLC, a management consulting firm specializing in change management, project management and enterprise risk management. Among his areas of expertise is the improvement of information technology project management processes to foster enterprise agility, align project portfolios with strategic objectives and better manage project risks. He is an adjunct instructor at New York University s School of Professional Studies (SPS), teaching courses in information technology management and Agile project management. Lawrence pursued several careers in the human capital management consulting field at Buck Consultants, LLC, a subsidiary of Xerox Corporation, including pension actuarial consulting, software development, information technology management, project management and business process improvement. Lawrence was awarded an M.S. degree in Management and Systems in January 2010 from NYU SPS, concentrating in enterprise risk management. He also holds a B.S. in mathematics from Brown University. He is a Project Management Professional and a Certified Scrum Master. Page 7

8 Mary Anne Martucci, PMP Sr. Director of Program Management, Starr Insurance Holdings, Inc. Methodology - Steps to build corporate adoption Member N/A [email protected] Consistent process execution through use a PMO Methodology is the key to sustaining productivity and repeatability. Developing and implementing systems using a consistent process is key to improving productivity and repeatability. Training the organization on the deliverables and processes of a corporate methodology is key. Equally important is the mechanisms for long-term adoption. I will explore the steps from creation through adoption and benefits of implementing a corporate PMO Methodology. Currently Mary Anne is a Sr. Director of Program Management at Starr Insurance Holdings, Inc. There she is responsible for building and managing the Enterprise PMO, which includes mission critical project and program delivery, process development and portfolio management. Prior to Starr Insurance Holdings, Inc., Mary Anne held the position of Vice President and Senior PMO Manager at Chubb Insurance Company where she implemented and managed the Claim IT PMO. Her responsibilities included Program, Project and Process Management as well as governance, demand, resource and budget management. The SDLC processes were utilized division wide and paved the way for corporate adoption. At MetLife she implemented PMOs and led complex Project and Program Management initiatives for 8 years within both business units and the Enterprise Program Management Organization. Prior to her roles at MetLife, Mary Anne worked in various Project Management roles at Telcordia Technologies, New York Life, Shearson Lehman Brothers and Brooklyn Union Gas. Mary Anne earned an MBA and Bachelor's Degree from Pace University and is a certified Project Management Professional (PMP). She has a Master s Certification in Project Management from George Washington University and has over twenty years of experience in the insurance industry. Page 8

9 Holly Ripley, PMP, CSM, PMI-NYC Chapter - President Elect Director, Project Management, Omnicom Media Group Project Retrospectives - Why and How to run a valuable session President Elect N/A [email protected] How many projects have you managed and found out your over budget and/or over schedule that you just repeated history? Or worse yet, never found out it was a repeat of history? If we only had the information from a Retrospective (aka Lessons Learned) on an analogous project, we could have reviewed at the project Kick-Off and possibly avoided some of the same pitfalls pro-actively. Project Retrospectives are often thought of a waste of time in some organizations, and therefore skipped during the project Close-Out process, as Stakeholders do not understand the value or realize how easily they can be facilitated in a short time period. In this session, we will cover: 1) Why Project Retrospectives are valuable, and 2) How to run an effective session, so that learning can be shared as a Knowledge Transfer artifact in the Close-Out Process, aligning to PMP Best Practice My professional experience spans over 20 years in the NYC Metro area, with the majority in project management roles across 3 very different industries (Apparel Manufacturing, Construction and Technology). Project Management is my passion, as I enjoy mentoring and shepherding teams to challenge themselves and learn to achieve greater progress. I look for opportunities to create great success through change, the primary motivator in developing my current company s first global PMO. In volunteering with PMI NYC Chapter over the past years, it has been a pleasure to contribute and expand in my leadership skillset. Throughout the roles I have led, from Assistant Program Manager to Program Manager to VP, and now President Elect, I have collaborated with local, regional and global communities of project management professionals. The experiences that we have shared is one of the many reasons that keeps me engaged and enthusiastic as a member of PMI NYC's Chapter to reach new heights of success. Page 9

10 Frank Saladis, PMP, PMI Fellow, PMI-NYC President Founder, Project Imaginers and Blue Marble Enterprises Other: Developing Leadership Skills President N/A Senior Instructor, International Institute of Learning (IIL) Frank P. Saladis, PMP, is a consultant, trainer/ instructor, motivational speaker and author within the discipline of professional project management. He has presented at numerous project management seminars domestically and internationally, and has been providing training to aspiring project managers for more than 20 years. He is a Project Management Professional and has been a featured presenter at the Project Management Institute Annual Symposiums and World Congresses and many other project management events. Mr. Saladis is a graduate of the PMI Leadership Institute Masters Class and has held several positions within The Project Management Institute including President of the NYC Chapter, President of the PMI Assembly of Chapter Presidents and Chair of the Education and Training Specific Interest Group. Mr. Saladis served as editor of the internationally distributed project management newsletter for allpm.com, and is the author of the recently published book Positive Leadership In Project Management. He is a co- author of the book Value Driven Project Management with Dr. Harold Kerzner, Ph.D., and the author of more than 150 articles about project leadership. Mr. Saladis is the originator of International Project Management Day and was recognized as PMI Person of the Year for Mr. Saladis was awarded the distinguished title of PMI Fellow in October Page 10

11 R. Clark Webb, PMP, CCM Senior Project Manager, MTA Effective Project Communications Past VP Operations N/A Clark Webb is currently a Senior Project Manager at the MTA. Prior to working there he has worked in the IT field in various capacities as Programmer, Analyst, Project Leader, Project Manager and a Product Support Manager on a variety of projects. He has worked for companies in the private sector such as J.P Morgan, Software Design Associates, Merrill Lynch, PeopleSoft and Credit Suisse in addition to the public sector including the Department of Labor and Department of Education as well as a private consultant for HBO. Projects varied but project management principles contributed to the successful implementations of such projects as the Syndication Transmission System, Central Liabilities System, Stock Certification System, Non Negotiable Instrument Tracking System, HBO Billing System as well as a statewide Unemployment Insurance Financial System in Alaska and a statewide Student Tracking System in Louisiana. Currently Clark volunteered with PMINYC as the VP of Operations in Page 11