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Live Webinar April 17th, 2013 11:00 am – 12:30 pm EDT
Duration: 1 Hour 30 Min Credits: 1 PDU Category A – Free PDU
Presented by: Computer Aid Inc IT Metrics & Productivity Institute (Rep 2733)

In this fast-paced webinar Susanne Madsen will discuss the differences between management and leadership. She will present a number of strategies for how project managers can become leaders who have real impact and control, and who can lead their team to success through their vision and engagement.

Susanne will show you how you can differentiate yourself from the competition and improve your performance as a project manager without spending long hours in the office.

You will learn to avoid fire fighting, unhappy clients and project failure, and instead use the project you are currently working on to propel yourself to the next level.

No matter your role or your level of experience there will be powerful lessons to be learnt from this webinar.

This session will help you to:

• Understand the differences between management and leadership
• Apply the strategies that will make you a project management leader
• Avoid project failure and redundancy
• Focus on the 20% of activities that add to 80% of your results
• Learn to apply the VIP model
• Build effective relationships with your clients and your team
• Become a more inspirational and appealing leader
• Improve your project, change management and interpersonal skills
• Learn to adapt your leadership style to the individual

About the Presenter

Join Susanne Madsen – (LinkedIn Profile @SusanneMadsen) Program Director, Project Leadership Coach, author of Project Management Coaching Workbook: Six Steps to Unleashing Your Potential. Susanne has over 15 years experience in managing and rolling out large change programs.Susanne’s big passion is helping project managers get to the next level – and to help organisations set-up coaching and mentoring programmes to enable that.The majority of her experience stems from working with investment banks such as JPMorgan Chase, Citigroup and Standard Bank.Susanne is a PRINCE2 and MSP Practitioner and aqualified Corporate and Executive coach. She is also a member of the Association for Project Management (APM).

Susanne believes that a great project manager is first and foremost able to manage his or her own state of mind and that project management success is as much about managing people as it is about managing tasks, plans and resources. As a result she helps people to look inwards and become a better leader; someone who sets a great personal example, who is excellent at inspiring and focusing the team and who also understands how to liaise with the client and senior stakeholders to deliver that which they really need.

Visit Susanne’s website at www.susannemadsen.com

Note: ITMPI is now charging a fee to obtain the PDU code. This fee ONLY needs to be paid if you ask the provider for the code – This code can be obtained from the PMI.ORG site for free. Start to record your PDU – on Step 2 place the Rep # 2733 (in our listing) in the “Provider Number” area and the title of the webinar in the “Activity Name” and hit search. Select the code and continue to record the event. If you need further assistance contact us at Hello at pduOTD.com

Click to register for Project Management Leadership With Susanne Madsen

Another Great Susanne Madsen Opportunity

On March 29, 2013 Susanne was the guest on #pmchat, a “Live Weekly Twitter Chat” with PMs from around the world. #pmchat is hosted by Robert Kelly (LinkedIn, @RKelly976),Hala Saleh (@halasaleh1) and Rob Prinzo (LinkedIn, @RobPrinzo).

The topic for the #pmchat was Coaching for Project Managers and some of the topics discussed included:

• what is coaching, training and mentoring?
• is coaching part of the Project Manager’s role?
• coaching reluctant team members and
• coaching benefits to the coach

For the answers to these questions and the discussion around the answers, you can read a recap of the chat atCoaching for Project Managers.

Спасибо нашим переводчиком – Андрей Богданов
(Linked In Profile @Andrey_Bogdanov)
Thank You to our translator Andrey Bogdanov
Project Manager, Head of Development Services at KeyUA Limited. – Ukraine

Статьи / Упражнение: Управление заинтересованными сторонами
Девять страницу статьи с упражнения Автор: Сюзанна Мэдсен
By: Susanne Madsen (LinkedIn @SusanneMadsen)
Категория C PDU 0.5 (статьи) 4 PDU (следуют упражнения с вашим проектом)

“Для того, чтобы вы и ваш проект будет успешным, необходима поддержка как можно большего числа ваших заинтересованных сторон, как это возможно. Ð’Ñ‹ должны их бай-ин эффективно развиваться проект. ” @SusanneMadsen

Сюзанна предлагает четыре шага, чтобы тренироваться, чтобы помочь вам выявить “кто ваши заинтересованные стороны, как влиятельный и поддерживать каждый из них и что вы можете сделать, чтобы оптимизировать так, как вы взаимодействуете с ними”

Категория C Изучение грунтовки для этой деятельности: Выберите проект, который вы работаете, и пройти через это упражнение, чтобы создать сильную и доверительные отношения со всеми своими основными заинтересованными сторонами.

PDU категории С подробной документацией:

Группы процессов: инициирование и выполнение

Знание области: 10 – связь (PMBOK Ссылка)

• 10,1 определить заинтересованные стороны
• 10.2 Связь план
• 10,4 Управление заинтересованными сторонами ожидания

Ð’ категории С “Self Режиссер Изучение деятельности» не забудьте документировать опыт обучения и его отношение к управлению проектами для “PDU папки аудита”

Ведущий: Susanne Ðœadsen PMP (Сюзанна Мэдсен) (LinkedIn) является популярным руководителем проекта, наставник, тренер и автор книги «Коучинг Управление проектами книги – Шесть шагов к Раскрытие вашего потенциала» (на английском). (Project Management Coaching Workbook: Six Steps to Unleashing Your Potential) Она имеет более чем 15-летним опытом в управлении и развертывании большой программы по управлению изменениями.PRINCE2 практик и квалифицированных корпоративных и исполнительной тренера, она работает как программный директор одной из крупнейших мировых финансовых институтов.

Сюзанна призван помочь организациям обеспечить более менять программы управления и является страстным о коучинга и наставничества менеджеров проектов для улучшения их возможностей руководства, производительность и благосостояние.

Нажмите здесь, чтобы получить Русская заинтересованных управление упражнения (Russian Stakeholder Management Exercise)

Великий статей! Кликните здесь, чтобы перейти на сайт Сюзанна Мэдсена (по-английски – In English)

RMS Titanic was a passenger liner that struck an iceberg on her maiden voyage from Southampton, England, to New York City, and sank on 15 April 1912. She struck the iceberg four days into the crossing, at 23:40 on 14 April 1912, and sank at 2:20 the following morning, resulting in the deaths of 1,517 people in one of the deadliest peacetime maritime disasters in history.
-Wikipedia

The Sinking of the Titanic on April 14/15, 1912 offers many valuable lessons for the Project Manager, from both a popular perspective and from a more serious academic perspective.

The Sinking of RMS Titanic – a Popular Perspective

Various authors have used the sinking of the Titanic to illustrate popular lessons, such as Icebergs are only 1/7th above water (hence the expression “tip of the iceberg“). Blog entry “Management Lessons from Titanic” on the Taming the Software Dragon blog lists 10 such lessons learned.

The Titanic story is well known to many people from the various movies that have been made over the past century. Wikipedia has a list of films featuring RMS Titanic, beginning in 1912 and including the 1997 film by James Cameron.

The 1997 film Titanic focused on the characters of Jack Dawson (Leondaro DiCaprio) and Rose DeWitt Bakater (Kate Winslet). The making of the movie was a massive project, with an estimated budget of $200 million. This included the building of a reconstruction of the Titanic at Playas de Rosarito, Baja California. This set, as well as the scale models and computer-generated imagery are shown in the Making of the Titanic, featured on YouTube.

Academic Studies of the Lessons Learned from RMS Titanic

If you’re willing to spend the time for a more in-depth study of the disaster, these links provide a deeper study of the Titanic disaster, from the perspectives of the design and construction of the ship, the design of the White Star ocean-crossing service, through her maiden voyage to the discovery of the wreck in 1985.

For an in-depth study of White Star and the design and construction design and construction decisions, Mark Kozak-Holland has written two books. These books are available on the Lessons From History website – Titanic Lessons for IT Projects (the first and second chapters are available for download), 160 pages and Avoiding Project Disaster: Titanic Lessons for IT Executives (Lessons from History), 312 pages. You can view a 20 minute video called Titanic – Project Management Blunders on YouTube. An interview with Mark Kozak-Holland is available online, also on YouTube.

Mark Kozak-Holland serialized much of the material on gantthead.com in a 16 part series IT Project Lessons from Titanic.

The International Journal of Project Management, in August of 2010, featured an article titled The Titanic sunk, so what? Project manager response to unexpected events.

The South Wales and West of England Association for Project Management (APM) branches organised an event in Bath and invited Mark Kozak-Holland to speak on Titanic lessons for modern projects. This article includes the applicable APM Body of Knowledge references for APM credit. Also on the APM site, you can read a review and summary of the event by Martin Gosden.

In “Project Management of the RMS Titanic and the Olympic Ships“, Alan Scott Miller examines the Titanic as a service, particularly a ferry service, to its end customers.

In “Project Management and the Discovery of the Titanic,” James Peter Murphy discusses the 1980’s project to find the wreck on the floor of the Atlantic Ocean.

RMS Titanic as Metaphor

The sinking of the Titanic is often used as a metaphor for projects that were deemed ‘unsinkable’ or even ‘too big to fail’. Michael Kaplan linked the two concepts for the Huffington Post – Titanic: Too Big to Fail.

I was very amused by a post about lessons that can be learned from the titanic on Change Management. Angry Aussie uses the Titanic as metaphor for a NSFW (language) blog article on challenges with a fixed price contract and the negotiations between the Business Project Manager, the Vendor Project Manager and the Business Analyst. It’s a very entertaining read and resonated with ‘deja vu’ for me. – EdmontonPM

The PMI Virtual Library features the article Risk Determination in Highly Interactive Environments: How to Avoid the Titanic Factor in Your Project – A White Paper. In this article, Bruce Weeks examines the interactions between Risk Factors and suggests the design of a cross-consistency matrix to focus the project manager’s attention to those interactions that pose the most risk to the project.

Category C Activity: Lessons Learned from The Sinking of the Titanic

You can make these articles part of your PDU Plan and earn Category C PDUs. We have provided the educational references in this article; , you can create your own Category C learning activity. Keep track of the Project Management lessons you have learned and the time you spent on the activity.

For more information see our article which describes Category C Self-Directed Learning (SDL), the Three Learning Questions and SMART goal setting.

Live Webinar February 27th, 2012, 11:30 am – 11:00 am EDT
Duration:1 hour Webcast + Q & A – Up to 1 Category C PDU – Free PDU
Hosted By: Gartner Webinars

If you are interested in International Project management you will want to join Gartner Webinars for this session on Brazil, the first of a 2012 eight-country series focusing on emerging markets.

Brazil is the second-largest IT market within emerging economies. The discussion will present the country’s top IT, economic, and market dynamics. It will place emphasis on the top market-growth areas and provide recommendations on how providers should address these opportunities. This session will also discuss as the country is embarked in becoming an IT innovation center, will there be opportunities for technology providers?

Discussion Topics:

• Where are the growth opportunities in the market for my products and services?
• Who are the technology adoption patterns in this market?
• How do I address consumer and SMB buyers in the market?

Presenter: LuisAnavitarte, Research VP

PDU Category C documentation details:

Process Groups: Planning

Knowledge Areas: 4 – Integration

• 4.1 Develop Project Charter
• 4.2 Develop Project Management Plan

As a Category C ‘Self Directed Learning Activity’ remember to document your learning experience and its relationship to project management for your ‘PDU Audit Trail Folder’

Click to register for Emerging Markets Series: Brazil IT Perspectives

Article / Exercise : Managing Risks and Issues
Free Risk Register Courtesy of pduOTD.com & Susanne Madsen
Nine Page Article with Exercise & Template by: Susanne Madsen
Category C PDU 1 PDU (article) to 6 PDUs (complete the exercise) – Free PDUs

Susanne Madsen provides a nine step to exercise to help you and your team “proactively identify and mitigate risks” allowing fewer issues to arise on your projects.

“The effective management of risks is all about being proactive as you need to identify and tackle potential concerns before they turn into problems. The effective management of issues requires you to stay focused and calm whilst deciding on the best option for moving forward.” – @Susanne Madsen

Risk and issue management is one of the most fundamental parts of a project manager’s job. It is an activity which needs to be attended to weekly, or sometimes even daily or hourly. Risk and issue management is an area where your positive and proactive mindset will really be put to the test.

Although the Project Manager is responsible for the facilitation and management of the risks and issues process, they cannot and should not do it in isolation.

“When you involve your team and stakeholders, not only do you improve the quality of the process, you also help promote a shared sense of responsibility for the project’s successes and failures”.

The process for managing a risk is different from that of managing an issue. This exercise will help you to identify and describe the differences between a risk and an issue and which management techniques to use for each.

Susanne also reminds us that risks don’t always mean BAD …. that risks can be positive. Identifying the positive risks and knowing how you would handle that situation should it arise is often an overlooked part of risk management.

Choose a project you are working on and go through this exercise to:

1. Understand the differences between a Risk and an Issue
2. Carry out a thorough analysis of your risks and issues
3. Identify what their ultimate source is.
4. Determine the severity and probability
5. Get to the root cause and take action at that level.

Click to download Susanne’s Risk Register for your use
Shown as example – Exercise Page 2

I love Susanne’s writing/mentoring style and I know you will too. She has written a practical workbook filled with tips, tools and techniques for everyone who wants to coach themselves and others to become highly valued and truly successful project managers and leaders.

I had the pleasure of reviewing a pre-release copy of the Project Management Coaching Workbook:

“Whether you are building your own project management career development plan or managing the professional development of project managers, this book is a must-have. It provides a unique methodology for developing the task management and team management/leadership skills of the project manager and would be an excellent tool for formal professional development and mentoring programs.”

— Martin Chernenkoff, founder of pduOTD.com – PDU of the Day

Presenter/Author: Susanne Madsen ( LinkedIn @SusanneMadsen ) is a sought after project manager, mentor and coach and author with over 15 years experience in managing and rolling out large change management programs. A PRINCE2 practitioner and a qualified corporate & executive coach, she works as a Program Director for one of the world’s largest financial institutions. Her newest book The Project Management Coaching Workbook is not to be missed. Susanne is dedicated to helping organizations deliver better change management programs and is passionate about coaching and mentoring project managers to improve their leadership capabilities, performance and well being.

PDU Category C documentation details:

Process Groups: Initiating & Executing, Planning

Knowledge Areas: 10 – Communication 11 – Risk

• 10.2 Plan Communications
• 10.4 Manage Stakeholders Expectations
• 11.1 Plan Risk Management
• 11.2 Identify Risks
• 11.5 Plan Risk Responses

As a Category C ‘Self Directed Learning Activity’ remember to document your learning experience and its relationship to project management for your ‘PDU Audit Trail Folder’ To easily document this activity place the notes and risk planning/mitigation information from this exercise in your folder

Click to download Susanne’s Risk Register for your use

Click to access Susanne’s Managing Risks and Issues article /exercise.

Great Articles! Click here to go to Susanne Madsen’s site

Artículo / Ejercicio : Gestión de Interesados
Artículo deCinco Páginas con Ejercicios Por: Susanne Madsen
PDUs de CategoríaC 0.5 (artículo) a 2 (siga el ejercicio con su proyecto)

“Para que ustedy su projecto sean exitosos, necesita el soporte de tantos interesados como sea posible. Usted necesita su compromiso para el progreso efectivo del proyecto.” – @Susanne Madsen

Susanne provee un ejercicio de cuatro pasos para ayudarle a descubrir “quiénes son sus interesados, qué tan influyentey de apoyo es cada uno de ellos y qué puede usted hacer para optimizar la forma en que interactúa con ellos”.

Guíade Aprendizaje de Categoría C para esta actividad: Seleccione un proyecto en el queesté trabajando y vaya a través de este ejercicio para crear una relación fuerte y digna de confianza con todos sus interesados clave.

Grupos de Procesos: Iniciación y Ejecución

Áreas de Conocimiento: 10 – Comunicación ( Referencia PMBOK )

• 10.1 Identificar a los Interesados
• 10.2 Planificar las Comunicaciones
• 10.4 Gestionar las Expectativas de los Interesados

Presentador: Susanne Madsen (LinkedIn) es una directora de proyectos, mentor y coachsolicitada, con más de 15 años de experienciagestionandoe implementando grandes programas de Gestión del Cambio. Una practicante de PRINCE2 y una coach corporativa y ejecutiva calificada, trabaja como Director de Programas para una de las instituciones financieras más grandes del mundo.

Susanne está dedicada a ayudar a las organizaciones a entregar mejores programas de Gestión del Cambio y es apasionada acerca del Coaching y tutoría de Directores de Proyectos, para mejorar sus capacidades de liderazgo, rendimiento y bienestar.

Aquí en pduOTD.com estamos esperando la aventuramás nueva de Susanne. Amamos el estilo de escritura/tutoría de Susanne, y sabemos que otros lo harán. Ella actualmente está escribiendo un libro práctivo lleno de tips, herramientas y técnicas para todoslos que quieran hacerse coaching a sí mismos y a otros para llegar a ser Directores de Proyecto y Líderes altamente valorados y verdaderamente exitosos. ¡Así se hace Susanne! – EdmontonPM

Como una Actividad de Aprendizaje Autodirigido de Categoría C (‘Self Directed Learning Activity’), recuerde documentar su experiencia de aprendizaje y su relación con la gestión de proyectos, para su Carpeta de Seguimiento de Auditoría de PDUs (‘PDU Audit Trail Folder’).

Clic aquí para acceder al artículo / ejerciciosobre Gestión de Interesados.

¡Artículos geniales! Clic aquípara ir al sitio web de Susanne Madsen (Sitio Inglés)