An intro speaker suggested reading this foundational article: "The project manager," written by Paul O. Gaddis, in the Harvard Business Review in 1959.
Morning keynote, Gina Schreck, on being exceptional:
Leaders need to be out front. They can't be average, mediocre (me: Lyndon Johnson on a colleague: "he's a good, mediocre senator..."). (Also, me: I hope that this isn't me.) She shared four keys:
Avoiding common pitfalls in risk management
Jan Mahar Sturdevant, PMP
Okay, this (risk management) is one of my areas of interest. We all have optimism bias (me: one takeaway).... Importance of keeping a strong knowledge base of risks to counter.
Good risk management goes unnoticed (the register and follow-up mitigation steps).
Sturdevant focused on the limits of the triple constraint, with the need for additional focus on risk, resources, and quality - with the latter being key. She also noted the need for focus on positive risk; a real-time activity that participants did in the session resulted in only negative risks being surfaced.
PMs job is to create the comfort level, which encourages team member participation, which then draws out their expertise.
ISO 31000 addresses risk effects.
Focusing on these planning processes during this session:
RBS with categories: Sturdevant recommends use of Knowledge Areas for categories, as opposed to broad areas (technical, management...).
Risk Register: Again, suggested attributes: Rank, Category from RBS, Owner (from team), Mitigation Plan, Contingency Plan.
Top 10: Attributes include Risk item; current rank; position last month; number of months; and, risk resolution progress.
I then joined a fantastic leadership session led by Kevin Ciccotti.
Scrumban for client success
Hayli Hay, PMP
Hay summarized two use cases of Scrumban, following the implementation of Scrum and the subsequent need to improve the feedback loop, as team members focused on achieving sprint goals.
Agile terms used by Hay, in context:
Agile: A methodology
Scrum: A framework
Kanban: A process
Scrumban: A methodology
"Getting to finish" was one of the work problems (leading to the shift to Agile approaches) in the use cases reported by Hay. The value of a Kanban board was demonstrated here - instead of a large number of efforts close to, but waiting for, finish, finished stories/projects are highlighted to customers and team members.
One point that Hay made at the end of the session, she termed Scrumban as "industry agnostic," though its use would need to be shaped and formed for the business setting.
Move "IT" forward with 360 degree thinking
Jimmy Godard, PMP
I started this session with eight high-fives around the room. (Assignment by speaker of all attendees.)
Godard is a specialist in technological change (in Bank of America organization for more than 20 years). It boils down to:
For 360 degree thinking:
Spencer Horn led the closing keynote, "Ownership factor: Achieve your goals, enjoy your results!"