DARE TO INNOVATE. PLAN TO TRANSFORM.
7:30 AM - 8:30 AM
Registration & Breakfast
8:30 AM - 9:00 AM
Opening Remarks & Welcome
9:00 AM - 10:00 AM
Beyond the Triangle: Delivering Value in an Agile World. (Dr. Blaize Reich, UBC Sauder School of Business and Simon Fraser University)
As project managers evolve their practices – to shorten the sides of the triangle (as agile does) or expand the triangle (to include benefit realization), projects can become a strategic asset for an organization rather than an operational tool. Blaize will develop these concepts using research on hybrid methodologies and benefits realization, showing how a project manager’s influence can extend well beyond go-live.
10:00 AM - 10:30 AM
10:30 AM - 11:30 AM
PPP | P3's The Context and The Theory (Mark Harrison, Manager, Deloitte's Infrastructure Advisory & Project Finance and Tara Rogers, Independent Infrastructure Project Specialist)
Through Partnerships BC, the provincial crown corporation 52 major infrastructure projects with a combined capital value of almost $18 billion are or have been delivered. Public Private Partnerships are complex project models that push the boundaries of traditional project models by seeking to define the scope upfront and ensure that infrastructure maintenance is set up for the long term. There is also the complication of long term project finance and lender interests. This session will provide a context for Public Private Partnerships, outlining what they are and what they are not. It will inform the audience on the mechanics of the model and how it relates to traditional project management. We examine the use of Public Private Partnerships as a procurement and implementation model over the last 15 years in BC. The session will also look at the drivers for each party around the transaction table: the public sector procuring authority, the private sector investor, the construction contractor and the long term service provider.
HIGH TECH | From Uncertainty to Inspiration: Determining Project Scope and Size for Emerging Technologies (Chris Hobbs, Two Tall Totems, President)
With an explosion of new technologies entering a variety of sectors, project managers must begin to adapt their expectations, understand specific requirements and explore different techniques. Emerging technologies such as Artificial Intelligence, Augmented Reality and the Internet of Things present a unique opportunity to innovate, however they introduce different demands in terms of project size and scope. The difference between AI, AR, IoT as well as other technologies are important to note when adapting to new and unknown projects. AI challenges our perception of machine learning and problem solving while AR confronts interactive experiences. Further, IoT presents opportunities for connectivity and computer integration into the physical world. Each of these technologies should be approached with a different mindset and tackled through research and collaboration. Scope and size should be tactfully addressed, with key project management principles in mind. In this session, we will be exploring strategies for evaluating project scope and size of emerging technologies including AI, AR and IoT. We will analyze a variety of applications and devices in order to step into the reality of developing new technology using a range of management strategies. Moreover, we will explore how to approach unfamiliar demands and challenges, ultimately turning uncertainty into inspiration.
NEW FRONTIERS & OLD BATTLES | Project Communications and Stakeholder Risks: Gaps in Both Predictive and Agile Development Approaches (Mehran Jamshidi, EffiCert Academy, Principal)
It’s been repeatedly stated that 80+% of project managers’ time and effort is invested on communications (and Stakeholders) Management, however when it comes to proactively dealing with project risks, some project managers under-estimate, if not totally forget, the critical of Communications and Stakeholders Management. This is true for both predictive/Waterfall and agile/iterative development approaches. The former lacks keeping communications alive, while the latter suffers from a robust overall end-to-end action plan. This results in multiple unknowns/issues happening during the course of a project life cycle which in turn leads the project team into chaos. In this session, you will explore the ways project managers can tackle the risks from communications and stakeholder management at the very beginning stages as well as over the course of project life cycle.
CONSTRUCTION | Mixed-Use Real Estate: A Case Study in Complex Project Management (Sean Hodgins, Century Group, President)
With an increasing focus in activating transit corridors in the Metro Vancouver region, the complexity and size of mixed-use projects has grown dramatically. So too have the issues and entities that must be responded to in project design and implementation. Proximity to transit and other infrastructure dramatically magnifies approval, design and construction problems as these projects advance. Using a case study of the recently completed 3 Civic Plaza project adjacent to Surrey Central Skytrain station, some of the issues to watch for, stakeholders to consult with and the lessons learned, will be explored.
11:30 AM - 11:45 AM
11:45 AM - 12:45 PM
PPP | The Billion Dollar Question…to P3 or Not to P3 (Tom Sparrow, Robin Latondresse, Franca MacInnes & Julie Makranyi, Fraser Health, Royal Columbian Hospital)
Royal Columbian Hospital is undergoing 3-phase $1.35 billion redevelopment, the largest government funded health care capital project in the province’s history. Phase 1 was approved and procured as a Design Build and is now in construction. Phases 2 and 3 were approved as a DBFM-with-private-sector hospital-wide-maintenance. While the project was preparing for Phase 2/3 procurement the shift focused away from P3. Our team undertook an extensive analysis of enhanced DB, enhanced DBF, and DBFM-with-public-sector-hospital-wide-maintenance while still keeping the procurement process and timelines on track. In this session, we share our lessons learned and the findings of an extensive procurement options analysis undertaken by Partnerships BC, Ernst and Young, and Fraser Health, as we answered our billion dollar question, to P3 or not to P3.
HIGH TECH | Artificial Intelligence That Matches Reality to Plan: A Disruptive Method to Manage Risk and Performance of a Capital Project (Scott Benesh, Co-Founder, COO, Veerum)
We are fighting a cost and schedule overrun epidemic. It is the job of Project Managers to deliver projects successfully; however, in a world where the construction industry wastes $1.6 trillion every year, there is a clear discrepancy between plan and reality. Large scale capital projects have huge budgets and schedules that follow a critical path. These projects also pose a significant amount of risk. Based on a McKinsey & Company study, the world needs $94 trillion invested in infrastructure for the next 20 years. Introducing technology to the lagging construction industry is transforming how projects are planned and delivered. The role of a Project Manager is to turn a plan into reality. Traditionally, Project Managers rely on manual reporting in different formats from many people to make decisions. People report what they think is true; however, this is not always the case. Technology can identify these discrepancies in near-real time and provide Project Managers actionable, truth-based data to support decisions. Using a wide range of sensor technologies, project teams can access a virtual representation of their project called a Digital Twin. This centralized single source of truth shares an up-to-date representation of site conditions and progress reporting. This is accessible on an internet browser or in virtual reality, enabling virtual site visits. By matching the Digital Twin to the project plan, issues that would cause rework are identified before they impact reality. Building and teaching AI as part of the Digital Twin could help automate the decision-making process for Project Managers in the future.. Using these tools, projects are expected to experience cost savings, improved risk management and delivery on schedule.
NEW FRONTIERS & OLD BATTLES | Leading Global Delivery Teams - Keeping It All Together (Brendon Chin, Global Head of Project and Programme Management (PPM), HSBC Commercial E-Channels)
Managing delivery with a co-located team can certainly be challenging, but managing a successful delivery team across multiple time zones in 7 different countries brings a whole new set of challenges. In this session, we will discuss some of the challenges that are encountered when bringing together a Global team to successfully deliver projects. We will share some of the tools and techniques that we have discovered along the way to overcome barriers to success. Whether it’s a Waterfall, Hybrid or an Agile project, we have found a way to be successful in our delivery.
CONSTRUCTION | The Challenges and Innovations of Leading Sustainable Building Projects in BC (Rocky Sethi, Adera VP Development)
This session will focus on the evolving landscape of sustainability in the Province, and its impact on buildings in Metro Vancouver. We will discuss how international GHG emissions targets are influencing local building standards. More specifically, we will talk about local sustainability initiatives and how project managers can ensure that they guide their teams toward a design that meets stakeholder requirements. The goal is to generate discussion on how the industry is adapting towards these standards and what we need to do to accommodate this change.
12:45 PM - 1:45 PM
Networking Lunch & Career Fair
1:45 PM - 2:45 PM
PPP | Panel: The Practicalities of Partnerships (Moderated by Tara Rogers)
Building on the earlier presentation on the fundamentals of public private partnerships, this panel discussion draws on the experience of both public and private sector experts. During this session the panel will explore the practicalities of procuring and delivering important infrastructure assets. The panel will delve into what challenges have been experienced and how the model has adapted to deal with those challenges and what it will look like in the future.
HIGH TECH | The Interplay between Project Management and Artificial Intelligence: Getting the Best of Both Worlds (Grace Bassey, Dentons LLP)
With the surge in automation and widespread disruptions in the workplace due to technological innovations, some project managers are starting to wonder what the future holds. Clearly, there is a need for more meaningful conversations regarding the relationship between Project Management and fields like Artificial intelligence (AI), which lends its algorithms nicely to automation efforts. One branch of AI that has made significant advancement, and could potentially add value to qualifying aspects of project management is Expert Systems. Expert Systems are computer applications that are particularly useful for bridging the knowledge gap between experts and non-experts in any given domain. These systems house the judgements of experts in knowledge bases, which can be used to assist non-experts during decision-making or when solving problems. Drawing inspiration from knowledge engineering techniques used in Expert Systems, we will walk through an example that illustrates how to create a knowledge base that supports desktop migration projects. We will use this example to highlight the opportunities that this relationship (between project management and AI) presents, as well as some of the immediate steps that the project management community can take to ensure that we get the best of both worlds.
NEW FRONTIERS & OLD BATTLES | The High Stakes of Managing Projects with Unpredictable Legal Risks: Strategies for Success (Will Westeringh, QC, Fasken Martineau DuMoulin LLP, Managing Partner BC Region)
A civil litigation lawyer for almost 30 years and Managing Partner of Fasken’s B.C. region for over a decade, William Westeringh, Q.C. has in-depth knowledge and experience in the area of legal project management. Large complex projects present project managers with a myriad of challenges. Matters are often further complicated however when in the course of the project serious legal issues arise. How should a project manager respond when the project is impacted by legal pressures and challenges? What process should the project manager adopt when the stakes are high, negotiations maybe ongoing or multi-party settlement proposals are being discussed, all of which could impact the project’s scope and successful completion. The most effective process maybe dependent upon the stage of the project, the nature and scope of the legal issues in question, or the objectives of the parties involved. Will Westeringh will provide his insight into minimizing the potential risk of common pitfalls, and best practices in project management when important legal issues arise in the course of large complex projects.
CONSTRUCTION | #ProjectDisruption (Chris Sainsbury, Ross Ryken & Gwendolyn Tian, Global Infrastructure Team, KPMG)
Whether we like it or not, disruptive technology is shifting the traditional landscape of infrastructure capital projects. When unstructured and unexpected, new technology does little more than disrupt and distract. However, a holistic innovation strategy may unlock substantial project schedule and cost savings. An innovation strategy should be premeditated, clear and consistent, rather than an ad-hoc collection of flashy technology. Too often, projects run on a mix of discordant or undeveloped technologies. To avoid this, a project innovation strategy should be developed early on, with expert input and key stakeholder buy-in, to support principles of best practice project management across the entire project lifecycle.
Examples of potential elements at each stage include:
- Initiation: Establish project governance that positions technology personnel as key decision makers, rather than back office overhead. With this progressive mindset, the role of technology shifts from fixed overhead to key driver of project success.
- Planning & Design: Building on BIM 5D throughout the lifecycle, technology such as virtual reality (VR) can be deployed to unlock the design vision, allowing stakeholders to share it, shape it, agree upon it and deliver it. Stakeholders can don a VR headset and view different design options and how they fit into the local landscape. Contractors can do a virtual “walk” through to spot design conflicts before a single pair of boots hits the ground.
- Delivery: Increased “offsite” construction lends itself to Robotics and Automation for higher quality accelerated construction. Leverage augmented reality to blur the line between human operator and machine, unlocking improvements in safety, precision and efficiency across the most critical construction activities.
- Operations: Harness big data and AI to optimize investments over the asset lifespan. Asset owners have been slow to introduce advanced-analytics into asset management decisions, yet doing so can unlock increased value.
2:45 PM - 3:15 PM
3:15 PM - 4:15 PM
PPP | Practical PM Lessons from P3s (Mark Harrison, Manager, Deloitte's Infrastructure Advisory & Project Finance)
The successful implementation of a Public-Private-Partnership requires careful project co-ordination and project management practices. A P3 project typically requires the project owner to manage a lengthy procurement process to arrive at a successful Project Agreement. A successful Project Agreement will strive to allocate project risks to the party best able to manage them, as a result risk identification and quantification is a critical part of the project planning. This session will draw upon the best practices from the P3 transaction process and explain how to apply them in a general project management setting. A particular focus is placed on advanced risk quantification and decision support, managing desired project outcomes into a performance based contract, and how to apply lessons from advanced procurement practice into all procurements.
HIGH TECH | High Tech Panel (Moderated by Dr. Eamonn O'Laocha, including guests Nalini Vadivelan, QA Project Owner & Natali Altshuler, VP Head of Development, EA SPORTS Vancouver)
What is the future of projects in a high tech. environment ?
Will A.I. displace the project manager?
How high tech savvy do you have to be to project manage technical staff in a high tech project environment? How do you earn and maintain respect?
These and other questions will be explored and discussed by a panel of high tech. experts.
Please join this exciting, highly interactive conversation.
NEW FRONTIERS & OLD BATTLES | The ABC's of Legal Project Management (Paul Pelletier, Paul Pelletier Consulting & Dave Cohen, Director, Client Service Delivery, McCarthy LLP)
The fictional world of Suits, LA Law, and Boston Legal make legal work look glamorous and exciting. In reality, complex legal files and court cases require meticulous attention to process and detail, and consistent evidentiary and information management. Legal service delivery is driven by precise methodology and painstaking project management techniques. It is fascinating but rarely glamorous - and the mind of the project manager is perfectly suited for this work. Project management has revolutionized legal work and law practice management, providing structure, best practices and case management systems. This presentation will examine the impact and intersection of project management with law practice, and how project management works in the legal profession. Come and experience the ABCs of Legal Project Management!
CONSTRUCTION | Nurture a Healthy Team, to Ensure a Toxic Free Scene, at the PMO (Ron Lee, Senior Project Manager, Infrastructure Engineering Group, SNC Lavalin)
Don’t we all want to be on projects where you look forward to going to work, solve the day’s problems, enjoy good laughs with colleagues, celebrate events, and then go home with a smile? And repeat over again the next day. Unfortunately for a lot us, we have experienced the total opposite because of shrinking budgets and increasingly aggressive project schedules. We end up dreading going to work, face unsolvable problems, witness once congenial colleagues turn into dysfunctional foes, then go home feeling totally crushed. Our presenter Ron Lee has experienced both of these extremes while working on projects. He looked back on his career and wants to share some of the governance tools and techniques that can be effective on fostering a functional and cohesive project team.
4:15 PM - 5:15 PM
KEYNOTE PRESENTATION & PANEL
Delivering Innovative Projects Predictably Using SIMPLE: How TransLink Is Transforming Its Project Delivery Capability
(John Schlichter, Founder, OPM Experts LLC & Translink Executive Panelists: Sany Zein, VP of Infrastructure Management, Mark Minson, Director of Engineering Project Delivery, & Yasmin Flynn, Director of TransLink’s Infrastructure PMO )
AI-powered robot microscopes, 3D metal printing, sensing cities, zero carbon natural gas, and driverless trains all have one thing in common: these innovations are being created by networks of projects, temporary endeavors that require learning and produce something new or unique. Organizations deliver their networks of projects by integrating project, program, and portfolio management as a system called 'Organizational Project Management' (OPM), and 'OPM3' describes the process for making that system capable. Schlichter will elaborate the OPM and OPM3 process innovations, and describe the obstacles, challenges, and opportunities that led to the development of the “Strategy Implementation Maturity Protocol for Learning Enterprises” or “SIMPLE.” Three executives from Vancouver’s own TransLink will join John on stage in a mini-panel to discuss the Organizational Project Management maturity assessment they have just completed using SIMPLE. Of the world’s major cities, only Vancouver, London and Paris have integrated their public transit and road network under one central authority with its own stream of revenue. They have over $8.1 billion in assets and 6,700 employees. With SIMPLE, TransLink is on a journey of process innovation that will transform their ability to implement strategies through projects successfully consistently, and predictably in ways that enrich the quality of life, work, and play for Metro Vancouver’s 2.3 million residents. In closing, Schlichter will describe how standards like OPM3 and SIMPLE are poised to be transformed by blockchain and deep learning in ways that promise to change the world.
7:30 AM - 8:30 AM
Registration & Breakfast
8:30 AM - 10:00 AM
Effectively Dealing with Workplace Disrespect (Paul Pelletier, Paul Pelletier Consulting)
Disrespect happens. No matter how we reinforce expectations for workplace respect, every workplace encounters those who become workplace nightmares. If ignored or handled badly, bad behavior can devastate a project, team or organization like a wildfire. If handled early and effectively, relationships and workplace culture will be enriched. This makes disrespect management critical – it takes skill to effectively avoid arguments, clarify misunderstandings, deal with disputes, and repair relationships. Simply put - disrespect requires intervention and direct conversations. The keynote provides leaders with tools for approaching and resolving disrespect issues before they become full-blown conflicts. Participants will learn how to assess the situation early, maturely and how to change the context of the conversation. The keynote helps leaders use direct conversations to take the initiative to confront the problem. Critical to disrespect management, participants will develop strategies for changing the context of conflicts from negative to positive, from disrespectful to appropriate. Participants will learn how to turn a disagreement into an opportunity to provoke learning and enrich relationships.
10:00 AM - 10:30 AM
10:30 AM - 11:30 AM
SOCIAL FACTORS | The Culture of Project Management (Monica Semeniuk, SFU)
Projects have gone “global.” We have clients, sponsors, suppliers and team members from many countries, and they all bring their cultural values with them. Some of these values will be counter to the underlying assumptions that are embedded in project management. In addition to the usual work of planning, implementing and communicating, how do we bridge the cultural gaps in project management? Cultural intelligence (CQ) brings a process to working with multicultural stakeholders that can be applied to projects. This presentation will provide an introduction into CQ as another tool in the kit of savvy project managers. With practice, we can lead the way in transforming our projects, and our organizations, into havens of culturally-aware and effective interactions.
HEALTHCARE | Innovating a Healthcare Payer: Lessons Learned from Lean Startup Transformation: Outside-in Thinking (Michael Nir, President, Sapir Consulting US)
Health insurance providers focus on inside out claim management. The business processes are built around assessment of treatments, approval of procedures and efficiency of operations. The IT systems in place are therefore focused on automating internal processes, reducing touch points and supporting the efficiency of operations. On top of which, most healthcare payer operate legacy antiquated systems.
The prevailing mind set is: the customer is an ID, a number rather than a unique individual with specific needs, especially in time of anxiety when they need the healthcare system the most.
The customers that are interacting with the healthcare inside-out thinking are expecting radically better services and are frustrated with the digital infancy of both the providers and the insurers. They are looking for Amazon/Google/Facebook like experiences yet are receiving mediocre service.
Our Lean Startup Transformation
We asked ourselves – how do we jump start a program where outside in thinking is paramount? How do we offer unparalleled healthcare insurance experiences that rival those industries that have undergone digital disruption? How do we reinvent our business thinking? How do we introduce services rapidly without first engaging in a long IT delivery cycle? Are there methods to weed out bad ideas really fast? It turns out that there are!
Lean Startup coupled with scaled agile delivery and lean UX offered us a way forward.
We selected 5 best practices that helped us reshape both business and IT thinking:
• Start with the customer in mind.
• Define and communicate the mission and vision.
• Synthesize an integrative operating model.
• Identify metrics that matter.
• Pivot or persevere.
In the presentation I’ll share the good the bad and the ugly of what we learned from implementing outside in thinking using lean start guidance to innovate a healthcare payer.
ENTERPRISE AGILE | Collaborating for Software Development at Scale: Lessons from Designing and Implementing Program-Wide Agility in the Enterprise (Gary Wagner, Senior Project Manager, TELUS)
The increasing need for speedy technology transformations is occurring in parallel with workforces shifting to nationally or internationally disperse teams of knowledge workers tasked with delivering. Yet traditional program and project management frameworks used for software development can often fall short in enabling the enterprise to scale up and adapt to the unique challenges of such transformations. Siloed Agile ways of working, whilst offering promise relative to speed of implementation, need to be synchronized for cross-functional teams to truly deliver scaled agility. In this presentation, Gary Wagner (PMP, SPC) will draw from his collaborative experience from the trenches in both designing and implementing the Scaled Agile Framework (SAFe®) with colleagues and leaders at TELUS. Gary will layout the approach the teams took with leadership at designing the implementation roadmap. Then he will overlay with the deep multi-year lessons drawn from all levels of the program which inform key questions to ask prior to or during, any scaled agile software delivery transformation. The presentation will highlight key strategic and operational capabilities needed and call out their relative impact on the ultimate success of the transformation.
SOCIAL GOOD | Trends in International Development Project Management: Human-Centered vs. Client-Centered Approaches (Adam Simpson, Manager of Global Programmes, UN Women)
International development projects and programs are large, often overlapping, and primarily focused on achieving local level results that are difficult to link to larger political priorities. Developmental projects are, in theory, designed to maximize social benefits as part of larger state-building efforts. However, problems may arise from a lack of integration with broader sectoral and national policies; creation of parallel management systems and structures; proliferation of reporting arrangements; lack of subsequent attention to operation and maintenance; and rising costs due to delays. Furthermore, international experts are often not well equipped or capable of completing projects within the normal expected time frames for donor-supported projects. This gap in project implementation suggests that actors in the development sphere ultimately deny their power to effect sustainable change, and thus negatively impact the intended results of large-scale, international development initiatives.
11:30 AM - 11:45 AM
11:45 AM - 12:45 PM
SOCIAL FACTORS | Getting Ready for Take-off: Setting up Your Team for Project Success (Ariel Landau, Boeing, Director, Training Development)
Designing and developing pilot training programs for a d new jet, especially in a highly-regulated industry, requires strong program and project management skills. It also requires a team of highly motivated and capable people to ensure successful project execution. This session will offer a rare glimpse into the world of aircraft training development and the associated challenges of managing competing interests while being part of a larger aircraft program schedule.
HEALTH CARE | Management of a Large-Scale Project in Personalized Medicine and Cancer Genomics (Robyn Roscoe, Director, Management and Administration, BC Cancer Agency)
The POG (Personalized Onco-Genomics) Program at the BC Cancer Agency aims to determine the feasibility and utility of whole genome and transcriptome sequence data in treatment decision making for doctors of patients with metastatic cancer. Management of this intense and expansive project has required the creation and establishment of tools and procedures to ensure the rapid and accurate processing and tracking of case and data; integration of project and case information for individual analysis and program development; identification and management of complementary activities in finance, ethics, technology development, data handling, contracting and communications; and ongoing knowledge transfer. A team of project management professionals and associates manages all aspects of the projects, including the sample pipeline – from consent to data dissemination – as well as the supporting teams and issues.
ENTERPRISE AGILE | Change Management: **THIS SESSION IS FULL** A Critical Skill That Every Project Manager Needs to be Successful (Sarah McKinnon, Director, Coaching & Learning Solutions, TELUS)
More than 70% of all major transformation efforts fail. Why? Because organizations do not take a consistent, holistic approach to changing themselves, nor do they engage their workforces effectively. As project managers, it is critical that you understand how to successfully lead and manage change. In this session, we will review the Kotter framework for change management and then leverage activities, discussions and sharing of experiences to better understand how to successfully apply it in the real world. “Change is the only constant in life” -Heraclitus
SOCIAL GOOD | Saving the World Using Lean and Agile Project Management (Jason Hanley, CTO, The Rumie Initiative)
The Rumie Initiative works with local partners to deliver education to rural areas where it's needed most. We've brought our solution to more than 25 countries and evolved our unique hardware and software platform quickly through 4 major generations based on partner feedback.
COMMUNITY ENGAGEMENT | Toastmasters Workshop: What you say, and how you project it, can say a lot about you, your leadership and your organization! (Sharookh Daroowala and Stefano Cossalter)
Everybody agrees that whether you want to attract more clients, advance your career or inspire your team, you must master public speaking skills. And yet few people invest the time and effort to acquire this vital skill. In this inter-active and humorous session, you will start learning to: 1. Slay the dragon and overcome the dreaded fear of public speaking 2. Use the power of stories to illustrate and illuminate your points 3. Discover that public speaking is really about the art of connecting and the science of understanding the listener’s psychology 4. Believe that Project Managers can be funny too!
12:45 PM - 1:45 PM
Networking Lunch & Career Fair
1:45 PM - 2:45 PM
SOCIAL FACTORS | **THIS SESSION IS FULL** Effective Negotiation Using the Self-Leadership Model (Sabahat Naureen, Principal, Prime Potentials)
Negotiation is a critical aspect of project management. Whether it is mitigating conflict between project members, persuading major stakeholders to reduce scope creep, convincing them to accept scope changes that have budget implications, or simply getting your team on board for a tight deadline, negotiation is truly everywhere. This 4-step Self-Leadership Model is a proprietary methodology that gets deep into the psychology of any negotiation and shows how you can come out on top. This will be an interactive workshop, where the participants will not only be able to walk out with actionable tools, but also have the opportunity to apply the model to their own negotiation scenarios on the spot.
HEALTH CARE | A Patient Experience Tool: Explore a Digital Platform that Collects Data for Planning Quality Improvement (Sarah Farina, James Voth & Christina Thomas, Broadleaf Consulting)
The General Practice Services Committee (GPSC) Patient Experience tool was designed to use the patient voice to enable targeted, clinical, and practice management improvement. The tool has the capacity to measure the progress and patient-centredness of the various strategic initiatives of the GPSC. This innovative tool enables the collection of patient experience data to inform practice-level improvement activities, something that has not been done at a large scale within primary care in British Columbia. The development phase for the tool is complete and activities related to operations and scaling of the project are underway.
ENTERPRISE AGILE | Scaled Agile Project Delivery including Machine Learning Algorithmic Features (Henriette Koning, Director, Information Systems PMO, STEMCELL Technologies)
Following the Scaled Agile framework ('SAFE') at a company with a strong engineering mindset can be challenging - add to that features delivered by a team of data scientists using machine learning on big data to produce prognostic and algorithmic alerting, and you risk an epic (no pun intended) clash of paradigms. This presentation will present the challenges, solutions, and opportunities for such a situation.
SOCIAL GOOD | Engaging the Community: Stakeholder management in complex urban planning developments in the downtown eastside (Tom Wanklin, Senior Planner for the DTES Planning Group & Wes Regan, Community Economic Development Planner, City of Vancouver)
We all know that the benefits of projects are realised through its stakeholders and that project impact is sustained through their ongoing efforts and engagement. However, what is not clear is how stakeholder commitment can be achieved in project situations that are both passionate and acrimonious? The City of Vancouver has developed a couple of approaches to early stage project engagement that attempt to embrace the passion, diversity, and commitment of even the most polarised of stakeholders. Their pragmatic, facilitated and democratic approach opens up a world of stakeholder engagement that many project managers will find useful, empowering and enlightening. You will come away from this presentation with a new-found enthusiasm and understanding of stakeholder engagement that is inspired by the expertise, experiences and stories of Tom and Wes.
COMMUNITY ENGAGEMENT | Project Management Volunteers (Carol Neuman, Nick Cheung, Klaudia Budniak)
PM-Volunteers has been extraordinarily successful with 200 active and completed projects with nonprofits since 2010. This will be a panel discussion with 2 volunteer PM’s and 2 non-profit leaders sharing their experiences. We will explore some opportunities and perhaps dispell some myths. The differences between working in the private sector and with nonprofits can be….interesting. The benefits can be ….amazing, both for the PM and the nonprofit. Whether you already have experience working with a nonprofit and want to hear from others, or have considered volunteering but always said “not right now”, join us for a lively and personal discussion. Knowledge philanthropy is hot right now.
2:45 PM - 3:00 PM
3:00 PM - 4:00 PM
SOCIAL FACTORS | Continuous Improvement of the PMO at BC Hydro: People, Practices and Technology (Stephen Bailey, Project Manager, Capital Projects PMO & Stephen Mason, Manager of Project Services, BC Hydro)
BC Hydro has a mandate to deliver an approximately $2 billion annual capital plan, to support BC’s economic growth and meet the demands of BC Hydro customers by refurbishing, replacing and building generation, transmission and distribution infrastructure. This presentation will be focused on what has happened at BC Hydro since winning the 2016 PMO of the Year Award. We will look at the impact that this had on the PMO after receiving the award as well as two continuous improvement initiatives the PMO has recently focused on using LEAN principles. The key initiatives that would be highlighted relate to scalability of our single standard practice and the refocusing our monthly schedule progression cycle.
HEALTH CARE | Optimizing Teams in Raven Song Primary Care: A Nimble Project Approach (Susan Lim, Nicole Latham, Andrew Day, Vancouver Coastal Health)
In this presentation you will hear about a novel and inclusive approach to the ongoing design, developing, implementing and evaluation of team based care in a community clinic setting. The challenges and opportunities of project managing change in a rich and diverse stakeholder environment, that spans multiple professional disciplines can not be underestimated. It is clear that a traditional project approach is ill-suited to the dynamic and inclusive nature of the change required. However, an ‘agile’ approach does not necessarily fit the specific context of the multi-professional community health settings. The RavenSong approach is unique in that it pragmatically borrows from both traditional and agile approaches in creating a ‘nimble’ and context appropriate approach the project management in a community health setting. It is also notable that the RavenSong approach includes aspects of project management more typically associated with entrepreneurial activity in highly innovative sectors. The RavenSong approach demonstrates a highly unique and context sensitive approach that is responsive and sensitive to the community health care context, as well as being pragmatic and positive in its approach to overcoming challenges and constraints that are typical of multi-stakeholder environments. Learning Outcomes Understanding the challenges and opportunities of change projects in the community healthcare sector Understanding the challenges and opportunities of an ‘agile-like' approach in a complex and multi-stakeholder context Understanding the possibilities of an ‘agile-like’ approach in the community health sector Awareness of novel and exciting approaches to the management of projects in non-traditional project environments
ENTERPRISE AGILE | Epistemic Agile: Integrating Knowledge Across Hybrid Approaches (John Rauser, Director of Information Security, 7Geese)
Knowledge management is one of the most critical and fundamental duties of the Project Manager: ensuring that knowledge is shared and integrated across different domains, contexts and activities. This means having the right tools and techniques in place to collect information, but also the right organizational culture to drive sharing. Both of those objectives are confounded when using a hybrid approach. In this talk we will look at how to improve hybrid project management with an approach to project integration focused on knowledge management.
SOCIAL GOOD | Social Good Panel
We end our Social Good track with a panel of speakers, that includes guests from PM Volunteers, who will share their experiences in creating social good. We will explore the opportunities and challenges of working in this complex space, and perhaps dispel some of the myths that surround it. The challenges can be… interesting. The benefits can be… amazing - personally, professionally, for the communities we serve and for society at large. Whether you are experienced in working in this space or are new and interested, there will be much to discuss and learn. Please join us for a lively, informal and personal discussion on how we each can create a better world as individuals and as project managers!
4:00 PM - 5:00 PM
Fostering Innovation Through the Power of Neurodiversity! (Samad Aidane, University of Oregon)
As globalization continues to gain speed and strength, the 'one-size-fits-all' approach to leadership is no longer sufficient to effectively engage an increasingly diverse, multicultural, and international array of project stakeholders. More than ever before, the capacity to lead innovation and transformation through harnessing the power of cultural diversity is becoming an increasingly important skill for individuals at all levels of the organization and especially at project and program leadership level. Drawing from the growing body of research in cognitive, social, and cultural neuroscience, the presentation will introduce a framework for understanding how culture shapes the brain and the core cultural dimensions that drive thoughts, emotions, and behaviour in cross-cultural collaboration. The aim of the keynote is to move participants beyond the simple dos and don’ts of cultural awareness to a more sophisticated understanding of cultural differences and the key role that project and program managers play in fostering neurodiversity as a key enabler of innovation and competitive growth.