Never enough time to plan, always enough time to fix mistakes. Rapid development projects, fast track projects? Both excuses for poor and inadequate planning. Our industry is rife with projects that launch without a clear idea of what they're all about, what their performance measures should be, where the major checkpoints should be during the project execution, who the project stakeholders are and what they need to see, even the pre-conditions for canceling a bad project - all should be (and rarely are) in place up front. If we do get any time to plan, we usually create disjointed, poorly communicated documents that makes no explicit connections between deliverables, risks and uncertainty, schedules and budgets, and stakeholder expectations. It does not have to be this way. Ken Hanley will lead the group through the creation of a project charter, using a flexible framework that can be applied to any project. Make the connections, open the communication channels, and get a good grip on what you're dealing with before you start to burn money and burn out valuable people.
Learning Objectives:
- Build a results-based project plan
- Avoid PM trivia and focus on the real make or break issues
- Identify project stakeholders, and specifically and deliberately align their interests
- More accurately understand, assess, manage and communicate project risk and uncertainty
- Build an organic project control and tracking system
Skill Level: For Everyone |
Ken Hanley, BA, M. Eng Project Management
Director, Strategy and Planning
KTH Program and Project Management Inc.
Ken Hanley specializes in program and project management. He has worked for a number of major corporations including Eastman Kodak, Gulf Canada Resources, and PanCanadian Petroleum. He has led a project management practice area for one of the major international consulting firms, and currently has an international roster of clients ranging from North America to Europe and New Zealand.
Ken has extensive experience in information systems strategy and deployment, business process re-engineering, capital projects planning, and in the effective planning and execution of major projects in a number of industry areas ranging from technology to oil and gas, to mining and health care. He has also worked national, state, and provincial governments, and with educational institutions.
Ken's specialties are project and portfolio planning, alignment, and risk reduction. He has also had considerable success in project intervention for troubled projects, and working with and mentoring project managers on difficult projects in a number of industries. He has a Bachelors degree in English with a minor in Management, and a Masters degree in Engineering, specializing in Project Management, both from the University of Calgary, and lectures on program and project management in a number of Graduate programs throughout North America. He writes and speaks frequently on the subjects of information technology, management, and project management, and is working on his first book: "Guerrilla Project Management". Ken was nominated for the PMI Southern Alberta Chapter Distinguished Contribution award in 2005.
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