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2013 Annual Symposium Paradigms Lost: October 7-8, 2013
Santa Clara Convention Center, Santa Clara, CA
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Keynote Speakers
As project professionals, we have a responsibility to help ensure our projects create value for our customers. Since “projects are the vehicles of change,” it is critical that we focus on the “people/organizational change” side as well as the technical project side if we truly want to create projects that matter. In this fast-paced presentation, we will explore how it is the project manager who lays the foundation for successful organizational change by integrating the most effective practices of organizational change management into the project life cycle. Participants will also learn how the new Stakeholder Management knowledge area (PMBOK® Guide 5th edition) can help bring structure to the organizational change process.
After holding senior level positions with both Oracle Consulting and KPMG/BearingPoint, Thomas is currently the Managing Director at Emergence One International, a San Francisco based consulting and training firm. A frequent and popular presenter with PMI, he has logged nearly 25,000 hours of project work giving him a “real-world” perspective on how best to manage projects and organizational change.
We’ve all heard a lot about applying sustainability principles to our projects, but really, what does that mean? We don’t work in diamond mines – most of us work in a global environment where some of our team members don’t even work for the same company we do. This session explores how we can (and should) integrate sustainability principles into our procurement practices related to outsourcing, and how to be sure your outsourced provider is meeting your goals related to sustainability.
Companies are dealing with increasingly disruptive markets, but they are often strapped with heavy weight, bureaucratic processes. Agile software management methods have helped teams become faster, but until now these methods don’t work well within the traditional phased development environments (waterfall). We demonstrate with case studies how select agile components (sprints, retrospectives, and burn down charts) can be tailored into a new project management model for complex product development. We also show the relevance of cadence, standup meetings and other foundations of the agile methodology in waterfall environments to give you a fresh approach to managing projects. As Principal of TCGen Inc., he is an expert on project management and currently serves on the Board of Directors of a public company, Cirrus Logic (CRUS). John was the co-inventor of the Bose Noise Cancelling Headphones before he was Chief Engineer of Bose. He earned his MS in electrical engineering from the MIT and a BS in engineering from Harvey Mudd College in Claremont, CA. John co-authored “Innovate Products Faster”, published by TCGen Press in 2012 (240 pages).
Doc Dochtermann, PMP, PMI-SP, CISSP, MCTS and Steven Souther, PMP-"Achieving Large Scale Project Success Amidst Chaos" Learn the challenges, methods, and lessons learned that brought this project to a successful conclusion. In this presentation the presenters will take you through the experience of moving the California Medi-Cal system (CA-MMIS) from the former Fiscal Intermediary to Xerox Health Services, LLC. Also learn the challenges currently faced, managing a $1.6B portfolio.
Steve is currently the Lead Senior Project Manager within the Enterprise Project Management Office (EPMO) for the California Medi-CAL Management Information System (CA-MMIS) program. He is a certified Project Management Professional (PMP), and is an instructor for the Project Management Institute PMP certification preparation classes, in partnership with the PMI Sacramento Valley Chapter. Ref:http://www.linkedin.com/profile/view?id=21700888&locale=en_US&trk=tyah His recent book, Making Effective Business Decisions using Microsoft Project, focuses on developing a successful project management strategy across the organization to drive better decisions. Ref: http://www.linkedin.com/in/docdoc Track Speakers
Big Data Analytics projects require an emerging set of project management best practices, techniques, developments and accelerators that are based on current best practices in project and program management. It is widely reported that 100% of Big Data Analytics projects fail to be delivered or are delivered late. This presentation addresses misconceptions and shows how to manage the project by choosing from the best methodologies, evaluating caveats and risks, and covering the variety of considerations that are unique to a Big Data Analytics project. A case study with valuable lessons learned is included along with an exercise for learners. Tiffani Crawford, PhD, builds global Big Data Analytics systems. She has 20 years of high technology experience with Fortune 500 companies, including Cisco Systems, Cognizant Technology, Bank of America, VISA/Inovant, BAE Systems and Applied Competitive Technologies. She has worked in seminal technology development in Big Data, analytics, cloud, networking, telecommunications, software development, distributed multi-tier applications, multimedia/digital, geographic information systems, intelligent transport systems, finance, security, social media and policy systems. She is a credited software developer and published author. She earned her PhD from the University of Southern California in 2005. She has earned project management and technology certifications.
When your organization embraces organizational project management, you’re embracing a critical driver for business success. Instead of executing projects randomly, you’re improving your processes and tying projects to your business strategy and needs. You’re making sure that your company focuses on projects and programs that support your organization’s goals. And when you do, you get better performance, better results, and a sustainable competitive advantage in the marketplace. PMI’s Organizational Project Management Maturity Model (OPM3®) is the most advanced mechanism for helping companies achieve these goals and we’ll discuss what it is and what it means for you and your organization. As a Principal for the Project Strategy Consulting Group (PSCG), Tony has been involved with project, program, portfolio, and governance maturity engagements on six continents, working with the senior leadership and country executives of Fortune 500 / Global 2000 companies, international not-for-profit associations, and governmental entities. He specializes in maturity assessments across a wide range of topics, including project, program, and portfolio management; business development; business processes; and governance. Tony is a certified Project Management Professional (PMP), a Stanford Certified Project Manager (SCPM), and is one of fewer than a hundred PMI Certified OPM3® Professionals worldwide. He is also PMI’s representative to Southwest North America as its Regional Mentor.
I will discuss the top three steps fundamental to achieving a successful transformational effort. These steps are based on my experience driving large global and multi-functional transformational changes at Cisco. In the course of my presentation, I will provide specific, real life examples from which the best practices and sample output will be drawn. This presentation will be interactive allowing the audience to put some of the key concepts into practice during the presentation. Isabelle Suares manages a Change Leadership/Portfolio Management Office for Cisco Services. Since selling her training and consulting company in (year), Isabelle has led transformational software R&D, Acquisitions, Supply Chain and Services programs in several large companies. A recognized thought-leader, Isabelle blends a practical, hands-on approach with a strong emphasis on measurement and surveys, making extensive use of training programs, innovative workshops and creative communication strategies. Her broad experience transforming programs in large global and virtual organizations using training, communications and workshops has led her to champion emerging collaboration technologies that support accelerated business results. Isabelle is also highly skilled at combining her portfolio and program management expertise with her deep knowledge of change management to achieve demonstrable results in rapidly moving environments. Isabelle is a regular speaker at industry conferences.
Intraprenuers and Change Agents in large, complex environments look for and embrace unique challenges. Many lead from the middle, working through multiple, concurrent changes and influencing all levels of the organization to deliver successfully. Learn key lessons about leading from the middle at WalmartLabs’s largest program. Experience what it took as an Agile Leader to turn the program around and start delivering value. Key Takeaways:
Alex is Director of Portfolio and Program Management at WalmartLabs leading the organization’s largest programs – re-architecture and migration of Walmart’s multi-billion dollar revenue eCommerce front end business engine (Pre-transaction to Checkout), back end engine (Fulfillment to Purchase Returns), and 3rd party Market Place. He’s a hands-on Agile leader and organizational change agent responsible for driving the organization’s Agile transformation. Alex has a wide range and over 15 years in leading PMOs, Portfolio management and successfully delivering projects in eCommerce, Social Gaming, Electronic Payments, and Supply Chain Management, including senior delivery roles at Zynga, PayPal, and eBay.
Background: Adoption and execution of disruptive changes to company's product development processes often requires cultivation of senior management and stakeholder sponsors. Too often, however, project managers lack the experience in how to compile, nurture, and present convincing presentations that sell the ROI for their disruptive changes. This Presentation's Purpose Richard is an effective leader with product development experience in 25+ high-technology R&D projects in medical device, semiconductor, aerospace, telecom, and consumer electronics industries. Richard is currently working in the medical device industry where he brings his software development, program and project management, systems engineering, and software quality expertise to Becton Dickinson's Biosciences group. At BD, he manages a group of over 60 staff and contractors in software testing, firmware testing, and configuration management functions. Richard’s commercial industry experience includes DirecTV and equipment suppliers to the semiconductor industry. There he led teams tackling issues in software design, process, and quality. Richard has had numerous successes turning around products plagued with poor quality and performance into products that quickly dominated their markets. Richard’s aerospace industry experience began with the GPS satellite program. At The Aerospace Corporation, a government think tank supporting the Air Force, he supported a wide range of high-priority satellite programs. Over recent years, his product development skills have been updated with training and application of Agile-Scrum development practices. Richard earned a Bachelor’s degree in Astronomy from the University of California, Berkeley. He holds a Project Manager Professional (PMP) certification. Richard hosts the PMISV’s Breakfast Roundtable meeting each month in Cupertino.
Even established vendors can discontinue essential online tools and applications leaving projects floundering. A case study illustrates a modern application development project that is based on rapidly changing and emerging technologies that introduced a greater risk. Using agile techniques, risks are mitigated and addressed to ensure that the right product is built while minimizing the technical debt incurred. This example illustrates a cloud-based application development project, based on Adobe’s Flex platform as its architecture, and the consequences of the disruption caused by Abobe’s change in product strategy. Pros and cons of using cloud-based tools are discussed along with the types of vendor business models. Primary Presenter: Her career includes international information technology management with Aramco, Dhahran, Saudi Arabia and Cypress Semiconductor, San Jose. She has extensive experience in vendor selection, planning large scale deployments, and transitioning generational upgrades of technology and infrastructure. She is a member of Tap-a-PM as a project manager. Her recent work included agile product development with kiosks, mobile apps, tablets, servers, cloud-based services and automotive telematics and entertainment. She has a master’s in information technology and has Project Management Professional (PMP) and Scrum Master (CSM) certifications.
Projects need more than check boxes and process to provide value-laden deliverables. Without exception, the biggest attribute for any project is motivated team members aligned with stakeholders and a project’s vision, leaders make this happen. 80% of running any project is enabling members to form a team to achieve its vision. Most project managers have been trained in process. They need skills to inspire people they have no authority over, negotiating solutions with disparate stakeholders, and selling innovative concepts the customer endorses. This session will focus on key elements to improve your project management group—selling, negotiation, building teams. For twenty-five years Presidents, V-Level, and C-Level executives of manufacturing and service companies worldwide have asked Mr. Todd C. Williams to help them rescue problem projects, build leading-edge systems, and improve organizational efficiency. By using a simple four-step process for recovering projects—audit the project, analyze the problems, negotiate a solution, and implement corrective actions—his organization helps clients turn-around troubled projects, prevent recurring failures, and streamline their organizations. In his book, Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure, published by the American Management Association (AMACOM Books), he defines a project audit and recovery process for rescuing red projects that focuses on root cause correction and prevention. His experience covers numerous domains inside manufacturing and service industries. Experience is drawn from working on internal and third-party projects, including integration of manufacturing systems, equipment integration, web-based collaboration tools, thick clients with automated internet update, and large-scale business systems integration. His cultural experience includes the Pacific Rim, Middle East, and North America, coordinating teams dispersed in as many as five countries, three continents, and countless time zones.
Ancient Egyptians used Project Management to build the pyramids. Priests gathered all the requirements. Then they threw them over the wall to workers to build. From the bottom up. Can we approach 21st century Knowledge-Work projects the same way? In a non-linear world you may have to change the foundation after half the pyramid is built. Internal discovery, bungled communication, organizational fluidity and external requirements change can lead to dizzying scope churn. What potential problems do CPM and Agile methodologies create? What perspectives allow us to fuse hybrids that could help us manage our projects more sanely? Roger Kent specializes in helping teams improve Project Management processes and communications. He has taught over 200 two- and three-day seminars to corporate, military and government clients throughout the world. Roger has consulted on major projects at Saber Systems, Pacific Bell, Fair, Isaac Company, Capitol One and United Airlines. He has taught regularly at HP, Amoco, Owens Corning, Kaiser Permanente, The State of California, Sun Microsystems, Chevron and Genentech. He authored computer-based pollution regulatory training for the maritime industry that is currently on over 1000 ships at sea.
While continuous change is the reality in most modern companies, many popular approaches fall short because they are based on the assumption everyone can agree on the change and implement it. Instead, new approaches are needed based on realizing the current and future states are always being created dynamically. The presentation will share methods and tips for aligning diverse ideas about the future state and getting the attention and commitment to put it in place. Doug Walton, PhD, Organizational Change Program Manager, Cisco Systems. Doug has worked with some of the world’s largest technology organizations to improve their ability to change rapidly in the fast-paced, global economy. He holds MA and PhD degrees in the design and change of organizational systems. He has given many speeches and workshops on organizational change, and he has published a book and several articles on the theory and applications of methodologies and technologies for both social and organizational transformation. Gustav Toppenberg, MBA., PMP, PMI-ACP, ITIL, is a senior manager in IT strategy for Cisco Systems. He is also a board member and adviser for the Northern California Chapter of the Association for Strategic Planning. Toppenberg has extensive experience building and leading transformational efforts for both small and global operations.
As the pace of organizational change and complexity accelerates, it is critical to find a way out of the “Do More with Less” mindset and build a competitive edge by truly Doing Less. This will create more time and space for innovation and foster sustainable value. This session will shatter the paradigm of “More is Better” and replace it with path to creating a "Culture of Value." Audience interaction will allow participants to drill down into their value drivers. This will allow people to immediately work in their enterprises to measure and manage an optimum flow of value and make value informed portfolio decisions. Pat Reed is an experienced Agile executive, coach, transformational leader and trainer with proven success transforming large Agile organizations and developing world class enterprise Agile accounting, PMO, Portfolio Management, Strategy, Release, Change, Performance Management and Adaptive career processes and practices. She led teams that transformed Gap Inc, and Walmart.com. Pat excels in leveraging cutting edge technology, delivery and project management methods to solve challenging business problems with an impressive delivery track record across a wide range of industries including Executive Director at the Walt Disney Company. Pat is passionate about creating healthy, high performing and learning teams. She designed and co-created the Agile Management Mastery at an Agile Management Certificate program for UC Berkeley extension and has over 30 years of experience in teaching technical and business process undergraduate and graduate classes. She is also a popular speaker with 2 upcoming sessions at the 2013 Agile Conference in Nashville and was keynote speaker at the 2012 Agile Brazil Executive Forum and co-founded the Agile Alliance Executive Forum. Pat is equally passionate about advancing agile practices and serves at the PMI Agile Community of Practice Leader with over 29,000 global members; and as a Director on the Agile Alliance Board and Executive Council Member for the Agile Leadership Network. Pat graduated with honors from the University of Illinois with a B.S. in Behavioral and Clinical Psychology and an MBA from Woodbury University and is authoring a book on "Making Value Visible". Rosemary Hossenlopp, MBA, PMP has worked to ensure successful product launches in top Silicon Valley firms. She focuses on project assessments, PMO implementations and working with leaders to ensure project outcomes are aligned with strategic needs. She works on large, complex projects in both commercial and government environments. Rosemary is active in the PMI community as a Project Management Professional (PMP) and a founding volunteer member and Knowledge Management Lead in the Project Management Institute (PMI®) Organizational Project Management Community of Practice (http://opm.vc.pmi.org/). She is also an Adjunct Professor at UCSC Extension in Silicon Valley teaching both Business Analysis and Project Management. She is the editor of Organizational Project Management, coauthor of Unearthing Business Requirements and a contributor to the Institute of Business Analysis Body of Knowledge http://www.iiba.org. and is authoring a book on "Making Value Visible". Rosemary graduated with honors from Oregon State University and received her MBA from Santa Clara University.
Even in times of rapidly changing economic conditions, the core aspects of new product development remain the same in both large and small organizations. An emphasis on innovation driven by excellent science and technology combined with a need for rapid response to competitive pressures requires an adaptive approach to managing strategic programs. Meeting corporate objectives within tight timelines, under rigorous financial oversight focuses efforts on anticipating risks, teamwork and stakeholder management. What you need to pack on the boat for a successful journey will be illustrated through case studies of adaptive, evidence-based program management. Ms. Mui provides her extensive experience in the communication satellites, scientific instrumentation and internet industries to product development programs from development to life cycle management. She has held a variety of leadership positions in pre-IPO start-ups and mature companies. Her experience includes development of strategic communication devices, ground-breaking scientific analytical instrumentation, and country-wide system implementation for broadband internet services. Ms. Mui has served PMI-SV as the 2011 Board President, initiator of the Belmont Breakfast Forum, and the founder of Women in Project Management Forum. A member of the UC Berkeley Extension Project Management Certificate Program Advisory Board, she was acknowledged as being in the top 100 Women of Influence in Silicon Valley in 2012. Dr. Barnitz brings her extensive experience in the pharmaceutical, biotechnology and medical device industries to product development projects from discovery into development and life cycle management. She has held leadership positions in several rapidly growing companies, including pre-IPO start-ups. Her experience includes development of small molecules, vaccines and proteins for a variety of therapeutic indications. In addition to teaching project management, she has consulted for biopharmaceutical companies and non-profit organizations. Dr. Barnitz has served on the Board of PMI-SFBAC and founded the Newark-Fremont Breakfast Forum. She has been an invited speaker at project management conferences and has taught in UC Berkeley Extension project management certificate programs.
Traditional approaches to managing organizational change involve the individual adopting an outward focus, looking at variables such as strategic goals, mission, resistance, and resource allocation. Such an outward focus is important, but it needs to be paired within an inward focus, in which the individual uses mindfulness practices and skills in order to function at his or her best during organizational change. This presentation makes the case for the importance of mindfulness, and will allow participants to practice three mindfulness initiatives that can be embraced during times of organizational change. Mike is the Employee Assistance Counselor at Cisco Systems’ LifeConnections Health Center. Mike educates employees about the mechanics of stress, utilizing cutting edge neuroscience research and tangible interventions that can be easily incorporated into daily work routines to increase productivity and enhance leadership skills during organizational change in complex systems. Within Cisco, Mike has presented seminars and webinars on topics such as managing individual stress through transitions, and best practices for learning and thriving during periods of organizational change. As Employee Assistance Counselor at Cisco Systems, Executive Vice-President of Account Services at ValueOptions (a managed behavioral health care company) and consultant at Pacific Gas & Electric, Mike has developed a unique blend of clinical, executive coaching, and leadership skills. Steven Flannes (www.flannesandassociates.com) provides development services for project professionals, with a specialty in leadership development for technology professionals. He has held leadership and operations positions in the consulting and behavioral healthcare industries. Steve is the co-author of Essential People Skills for Project Managers, a book translated into Russian and Japanese. In late 2013, he will have a chapter on stress and project management in Gower’s Handbook of People and Project Management (United Kingdom). Steve has presented seminars in the United States, Canada, Ukraine, Poland, and the United Kingdom. He takes pride in providing practical skills that can be applied in today’s challenging workplace. Steve is a licensed psychologist, and has taught at the graduate level for the University of Notre Dame and for the UC Berkeley Extension Program. He regularly presents to a variety of organizations, including the Project Management Institute (PMI).
This presentation is a case study on a global cross-functional project that was successfully implemented in May 2012 at Xilinx in the face of organizational change, project turnover and significant business process change. The project was the Implementation of Step Volume Pricing for Direct Customers, which included both a major business process change in how multiple departments would engage in the pricing process along with new systems integration between Seibel CRM to Oracle eBusiness Order Management. This project included stakeholders from Finance, Sales, Marketing, Operations and IT. These functional groups were located in North America, Asia and Europe. The case study focuses on both areas that the project team executed well and where there were lessons learned. Chao-Yee Watson has over 18 years experience managing business process and system change in High Technology. She integrates deep Operations understanding with a pragmatic approach to solving business challenges. She has extensive experience in driving international change management and enterprise-wide roll-outs with a focus on process design, key performance metrics design and resource optimization. She is a thought leader in design and re-engineering of processes in the areas of supply chain management, demand planning, forecasting, inventory management, logistics, outsourced manufacturing / logistics and product lifecycle management. Chao-Yee is PMP® certified, has a MBA from Santa Clara University and a BS in Mechanical Engineering from UC Berkeley.
When project teams are asked to estimate, they are asked to plan. Research has shown all people are subject to a set of cognitive biases known as the planning fallacy. The planning fallacy, present at all levels of expertise and management skill, can be discouraging to project team leaders who must deliver estimates regularly. This talk identifies seven dimensions of planning and estimating that are part of the planning fallacy. Eight project tools are presented as mitigation methods to help project teams and project leaders overcome some of the biases that are hardwired into the human approach to estimation. Steve Loving is an active project manager and often enjoys his work. He has over 25 years of IT experience, most of that managing IT related projects. Steve has a PMP and is a Scrum Master. Recently, he has been involved in formal mentoring with CAPM trainees at Stanford Human Resources training events. Steve presented his paper “See Queues” to an overwhelming audience of about 15 people at the Vancouver PMI conference last year. He recommends writing and presenting papers to all PMI colleagues.
When chaos strikes, a typical PM’s stress response is to rely on technical competencies, which often times produces unintended consequences. Join us and realize simple choices that can create a collaborative project climate; based on trust-based relationships and direction clarity. Understand how inviting your team to work with integrity, accountability, and collaboration can enhance results. Our presentation will be case studies about effective collaboration in “Chaotic Environments” which reveal project failures and how best to avoid them by harnessing chaos to avoid fiasco. Phil Bristol, CMC, PMP, PMI-SP Phil is a graduate of the PMI Leadership Institute Masters Class 2010, frequent speaker at PMI Congress and LIM’s. In 1999, he was a founding member of PMI Silicon Valley. Phil served PMI-SVC (Sacramento Valley) as VP – Professional Development, Director – Strategic Planning and Director – Leadership Development. Rachelle Rowland, PMP
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This presentation introduces an approach to building effective structures by introducing the concept of Agile governance. Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. Kevin Thompson, Ph.D., is the Agile Practice Lead for cPrime, and specializes in agile processes such as Scrum. He has a doctorate in Physics from Princeton University, and extensive background in managing software development projects. He specializes in training individuals, teams, and organizations in agile development. Dr. Thompson helps companies make the challenging transition to agile development by working with development teams and business stakeholders to identify their needs, define the right process for the business, determine the steps needed to implement the process, and work through the steps successfully. Dr. Thompson has a Ph.D. in Physics from Princeton University. He also has PMI Project Management Professional (PMP) and Agile Certified Practitioner (ACP) certifications, and is a Certified ScrumMaster (CSM) and Certified Scrum Professional (CSP).
This presentation defines the 21st century organization and its fuel: Knowledge Workers. Since Peter Drucker coined the phrase in 1959, Knowledge Workers have been mostly a concept, engaged by only a handful of overwhelmingly successful companies such as Apple and GE. However, Knowledge Workers are now being groomed and developed globally overwhelmingly by organizations of the future. These “learning organizations” have both a deep understanding and practical application of “continual organizational change.” Working within learning organizations and becoming Knowledge Workers are now keys to the success of the next-generation project manager. Presentation Includes 3D slides and free 3D glasses. Mike is a Project Manager at Southern California Edison, Director of Programs at the PMI-Orange County, and member of the Edison Speakers Bureau. He has also served as President of the Inland Empire Chapters of PMI and the Society for Technical Communication. Mike has over 15 years of technical management, project management, and technical writing experience and has taught and trained at the university, college, and industry levels. He is a popular public speaker throughout Southern California on the topics of management psychology, organizational change management, communications, and professional writing. Venues include PMI; IIBA; SCQAA; SoTec; UCI; IEEE; ASQ; STC; and APICS. Mike has BA and MA degrees in Organizational Management with certificates in Small Business Administration, Commercial Proposal Writing, Writing Instruction and Project Management (PMP). He is currently pursuing a PhD in Organizational Development and Leadership.
This case study shows how an experienced project manager can “breathe new life” into a troubled project, that has lost its influential champion, experienced extreme turnover, been subject to multiple organizational stresses including, a merger, several reorganizations and lay-offs, and major strategic, governance and management changes. Sound project management principles and practices are brought to bear in assessing the problems and bringing order to the chaos. A typical pharmaceutical development project takes up to 12 years, costs ~$1 billion and requires a global project team of diverse members. Each member manages a sub-team of closely related functions to accomplish a wide array of tasks from chemical synthesis through research and development efforts concluding with human clinical trials. Diane Gordon is well recognized in the pharmaceutical industry for using her specialized project management skills to guide and mentor teams through the complex and scientific process of drug discovery and development. She creates high performing teams across organizational, national and cultural boundaries by establishing respectful, professional practices that enable strong communications among stakeholders, realistic planning and budgeting, and active management. She has managed small molecule and biological projects in many therapy areas and stages from discovery through registration for various research, development and strategic groups at Syntex and Roche. She has taught portions of Drug Development courses at Roche and in the past and currently at UC Berkeley Extension. |
Thomas Luke Jarocki
Thomas is one of the leading authorities when it comes to simultaneously managing both projects and organizational change. His groundbreaking book, “The Next Evolution – Enhancing and Unifying Project and Change Management: The Emergence One Method for Total Project Success” is considered by many to be the definitive guide on the subject. 
Jennifer Tharp, PMP
Jennifer Tharp, PMP, drives best practices in assessing and developing capabilities in Portfolio Management, Program Management, and Project Management. Ms. Tharp has over 20 years experience advising high-tech multinational corporations such as Genentech, Nikon and Vodafone in corporate governance and sustainability through project management. Jennifer was profiled by Ziff-Davis Media as a "Great Mind in Development" and edited the 2013 book, "Sustainability Integration for Effective Project Management." A Past President of the San Francisco Chapter of Project Management Institute (PMI SFBAC), she now serves as PMI Regional Strategic Advisor, and teaches project management and sustainability at University of California, Berkeley. 
John Carter
Prior to that, he created the product development process used at Apple, the ANPP (Apple New Product Process). 
Mr. Souther is a Senior Project Management Professional with significant experience in software projects, large enterprise datacenter migrations, and the development of standards and best practices.
Doc is currently the Manager of Portfolio Management Strategy for Xerox State Healthcare. He is a certified Project Management Professional (PMP), holds several certifications in Scheduling, Security, and is a Senior volunteer leader with the Project Management Institute (PMI).
Tiffani Crawford, PhD
Tony Appleby, PMP, SCPM; PMI Certified OPM3® Professional
Isabelle Suares, Senior Manager, Cisco Services Change Leadership
Alex Lee, MBA, Director, Project Management – Pangaea, @Services, & @Platforms
Richard J. Mazzarella, PMP
Laura Klemme, PMP, CSM, Madhurika Dev, MS, PMP, Jacky Hood, Pat Furagganan
Co-Presenters:
Jacky Hood is a program/project manager, entrepreneur, service/support executive, and educator. The largest program she managed included 100 electronics engineers and 150 computer scientists. She has published several books and many articles and presented at numerous conferences. Jacky holds patents on parallel processors, a Masters in Systems Engineering from Carleton University, and a BSEE from the University of Nebraska. She is CEO of FieldDay Solutions, an Account Manager at RightWave, and Director of Alliances and Sponsorships for Open Doors Group.
Pat Furagganan is currently assisting several organizations, including Catholic Charities, Toastmasters, and the Santa Clara County of Education. She is a former Project Administrator at Applied Materials. She received her Bachelor of Arts degree from Whitworth College in Spokane, WA. 
Todd C. Williams, President eCameron, Inc. 
Roger Kent, PMP, PMI-ACP; Senior Project Manager
Doug Walton, PhD, Organizational Change Program Manager, Cisco Systems and Gustav Toppenberg, MBA, PMP, PMI-ACP, Senior Manager, Cisco Systems
Pat Reed and Rosemary Hossenlopp, MBA, PMP
Terrie Mui, MS, PMP, SCPM, Principal and Joy T. Barnitz, Ph.D., PMP, Director, Life Sciences Practice
Mike Mombrea, MA, MFT and Steve Flannes, Ph.D.
Chao-Yee Watson, MBA, PMP
Steve Loving, PMP, Scrum Master
Phil Bristol, CMC, PMP, PMI-SP, CPHDA and Rachelle Rowland, PMP
Kevin Thompson, PhD, PMP, ACP, CSP, CSM
Mike Sanders, MA, PMP
Diane Gordon PMP, PhD