COUNTDOWN TO THE EARLYBIRD DEADLINE!

 

The PMI CWCC Conference & Career Fair will challenge you to embrace the change and disruption that is being faced by many industries and organizations. It's time to challenge the status quo and become agents of change, growth and innovation within your sphere of influence! In today’s rapidly changing environment, it is no longer about being a part of the pack, it’s about positioning yourself to lead this change in your teams and organizations. It is about pushing the limits that lead to transformation.

We hope you can join us on October 16 & 17 at the Fairmont Pacific Rim for what is sure to be an engaging and enlightening conference experience. Register today!

 

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DARE TO INNOVATE. PLAN TO TRANSFORM.

Conference Program

  1. Day 1 (October 16)
  2. Day 2 (October 17)
7:30 AM - 8:30 AM
8:30 AM - 9:00 AM
9:00 AM - 10:00 AM

KEYNOTE PRESENTATION

Dr. Blaize Horner, SFU
10:00 AM - 10:30 AM
10:30 AM - 11:30 AM

Breakout Sessions

PPP | PPP 101 (Tara Rogers)

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 | Communications & Risk (Mehran Jamshidi, EffiCert Academy, Principal)

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

Breakout Sessions

PPP | PPP Risk (Mark Harrison)

HIGH TECH | Artificial Intelligence That Matches Reality to Plan: A Disruptive Method to Manage Risk and Performance of a Capital Project (Scott Benesh, 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 | Evolving Measures of Success for Film, Television and Digital Media Content (Elizabeth Friesen, TELUS Fund)
The arts and culture sector is a $55 billion industry in Canada. Stories well told through film, television shows and digital content have the potential to change the way we think and share knowledge in entertaining ways. Today the responsibility of the project lead goes well beyond ensuring successful delivery of the content to traditional distribution platforms. Project scope is often comprised of an ecosystem of content experiences intended for multiple platforms. Implementation plans include reaching and engaging with the audience months before the content is ready to launch. In an environment of collapsing orderly markets and rapidly changing technology, how do we define and measure the success of content?
CONSTRUCTION | How CLT Will Revolutionize the Building Industry (Rocky Sethi, Adera VP Development)
Rocky Sethi has been involved in the development and construction of wood frame and concrete residential and mixed use buildings for over 20 years. Having been involved in all aspects from design to overseeing construction of thousands of homes, Rocky offers unique insight into the value that Cross Laminated Timber, modularization, and other advanced construction methods can offer to the building industry. Areas covered will include design constraints, cost-benefit analysis, and marketing considerations.
12:45 PM - 1:45 PM
1:45 PM - 2:45 PM

Breakout Sessions

PPP | The Billion Dollar Question…to P3 or Not to P3 (Tom Sparrow, Robin Latondresse & Franca MacInnes, 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 | 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 | Risk in Complex Legal Projects (Will Westeringh, LLB, Fasken Martineau DuMoulin LLP, Managing Partner BC Region)

CONSTRUCTION | #ProjectDisruption (Chris Sainsbury, KPMG, Ross Ryken & Gwendolyn Tian )
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

Breakout Sessions

PPP | PPP Panel

HIGH TECH | HIGH TECH PANEL

NEW FRONTIERS & OLD BATTLES | The ABCs of Legal Project Management (Paul Pelletier, Paul Pelletier Consulting & Dave Cohen, 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, 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.
7:30 AM - 8:30 AM
8:30 AM - 10:00 AM

KEYNOTE PRESENTATION

Paul Pelletier, PMP, LLB
10:00 AM - 10:30 AM
10:30 AM - 11:30 AM

Breakout Sessions

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 | IAphotheca (Spencer Turbitt, iApotheca Healthcare & HeroTask, CEO)

ENTERPRISE AGILE | Collaborating for Software Development at Scale: Lessons from Designing and Implementing Program-Wide Agility in the Enterprise (Gary Wagner, 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, 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

Breakout Sessions

SOCIAL FACTORS | Change Management Boeing (Ariel Landau, Boeing, Director, Training Development)

HEALTH CARE | Management of a Large-Scale Project in Personalized Medicine and Cancer Genomics (Robyn Roscoe, 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 | Agile Enterprise (John Rauser, 7Geese, Director of Information Security)
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 | Saving the World Using Lean and Agile Project Management (Jason Hanley, The Rumi 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.
12:45 PM - 1:45 PM
1:45 PM - 2:45 PM

SOCIAL FACTORS | Effective Negotiation Using the Self-Leadership Model (Sabahat Naureen, 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, Doctors of BC)
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, Boeing Vancouver)
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 (Tom Wanklin & Wes Regan, City of Vancouver)
2:45 PM - 3:00 PM
3:00 PM - 4:00 PM

Breakout Sessions

SOCIAL FACTORS | Continuous Improvement of the PMO at BC Hydro: People, Practices and Technology (Stephen Bailey & Stephen Mason, 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.
ENTERPRISE AGILE | Agile & Change Management (Sarah McKinnon, 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 | Social Good Panel
4:00 PM - 5:00 PM

KEYNOTE PRESENTATION

Dr. Samad Aidane

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