This year's main theme:

MANAGING ORGANIZATIONAL CHANGE BY VALUE AND PEOPLE

 
 
 

AGENDA

DAY 1 - 03.04.2017

 

8:30 - 9:00 REGISTRATION
9:00 - 9:15

Maciej Bodych - Opening

9:15 - 10:00

Thomas Walenta - Implementing change in organizations 

Thomas Walenta - Implementing change in organizations 

More and ever faster organizations have to adapt to changes of their environment, be they induced by market, competition, technological, political, regulation or other events. Some of these changes require immediate reaction, some can be handled by the existing operation as continuous improvements, but in between some are risks that require that mitigation measures are planned and implemented. For these, environmental scanning allows for risk identification, and this is the responsibility of top management and a Board of Directors.

Risks could also have an impact on the organizations strategy, which means on the path how the organization is planning to reach its purpose and vision. Strategy determines the actions an organization is going to take to reach it’s purpose and the resources it has available to execute these actions. 

Portfolio Management as a concept is helping organizations to deal with changes and risks relating to their purpose and strategy. Risks might be threats but also can be opportunities, many times threats can also be seen as opportunities. Risk mitigation means to introduce change to operations, to make sure threats are not becoming problems and opportunities are further supporting the organizations purpose. 

10:00 - 10:30

Remigiusz Orzechowski - From project management to project portfolio management – PMO challenges  

 

Remigiusz Orzechowski - From project management to project portfolio management – PMO challenges

What type of changes take place at an organisation if project management is insufficient and a PMO is created, being responsible for managing the entire project portfolio? Does introducing project portfolio management simply mean creation of a repository of all projects? Or perhaps it is associated with a bigger organisational change? How does it affect the method of managing projects, strategy, budget and human resources, if at all? During the speech we will share our experience relating to implementing project portfolio management in Polish organisations while discussing selected challenges that a PMO faces most frequently.

10:30 - 11:00 COFFEE BREAK 
11:00 - 11:45

Mattias Georgson Petrén - Creating a community
for Project Managers, case study from
PMI Sweden Chapter

Mattias Georgson Petrén - Creating a community for Project Managers, case study from PMI Sweden Chapter

1998 a group of professionals took initiative to start up a PMI chapter in Sweden. A quite dubious task as the PMP certification was not very well known outside North America at that time, and local competition was fierce. The initiative succeeded and almost 20 years later the organizations stands strong in Sweden. There are several reasons why PMI succeeds in country after country, and one of the reasons are the communities that were created.  

We will look into how a branch in PMI Sweden chapter grew from 1-2 active volunteers to 40 in a few years. What happened, and what effects has it on the view upon project management? We search for success factors, and discuss if these are applicable on other places. We will also discuss how the PMI community affects business, and if further development can be made. And of course, how is this possible to apply in a business context?

 


Katarzyna Janik & Edyta Bąkowska-Szczurek 
-Learning Organization. Building the culture of shared responsibility

Katarzyna Janik & Edyta Bąkowska-Szczurek - Learning Organization. Building the culture of shared responsibility

SIG operates within the construction sector and is a leading distributor of specialist construction materials and systems. SIG customers are both individual and institutional recipients. SIG supports both small projects and large investments. It is part of the international group SIG plc with headquarters in the UK, on the market since 1956 and listed on the London Stock Exchange. In Poland, SIG has been operating for over 20 years, has more than 50 branches and employs more than 800 employees.

We invite you to read the case study on building the culture of shared responsibility, which is more often associated with extensive design and large amounts of work. Meanwhile, many cultural changes start from minor alterations, small and individual solutions. They are often the beginning of big changes which result in an increased efficiency of the entire organisation.

In our presentation, we would like to tell you about the events that had a significant impact on the present shape of SIG Poland. For last three years, SIG has implemented a number of inter-disciplinary projects, that built and strengthened the commitment and team shared responsibility. We will present the context of our organisations’ operations, the challenges we faced and the reasons why we decided to implement process optimisations that changed our organisational culture through these projects. Our reasons for implementing such changes were change the Group's strategy (in October 2013) as well as  the results of our Employee Engagement survey (conducted in March 2014) which pointed out the need for fundamental changes; primarily in the areas of communication and management. We will focus particularly on implementing coaching style of management, introduction of design thinking, using facilitation activities that support employee involvement allowing the process of changing attitudes, ways of thinking and habits, during the implementation of ‘hard’ optimisation solutions.  We will present the biggest challenges we faced when we started this process and actions we implemented during this project.

We are very happy to answer your questions about building employee engagement through participations in joint ventures and inter-disciplinary projects, the introduction of coaching style of management for a group of managers and what were the reasons behind our decisions. 

11:45 - 12:30

Round Table: What could be vitamin C for your organization 


Moderator: Kristina Jonkuviene

Round Table: Kristina Jonkuviene - What could be vitamin C for your organization 

How to elevate your PMO function to higher level? How to make executives, project managers and teams feel your impact, assistance and inspiration? And how to make it without big budget or extra team?

We believe that the little things may go a long way. Some vitamin C can make big changes in PMO and organization’s health. 

Our session will give the opportunity for you to share your thoughts, challenges and success stories about PMO function improvement.

After the session, you will have the list of practical ideas you may implement immediately at your work and enjoy the change.

 Round Table: Building project managers community


Moderator: Justyna Baranowska

Round Table: Justyna Baranowska - Building project managers community

Do you believe that collaboration is one of the key factors for improvement and development of every group of people doing a similar job?  If so, let’s create the common list of our best practices how to activate project managers to be a TEAM sharing knowledge and experience.

During the workshop, you will be encouraged to:
- Share your stories
- Exchange experiences
- Talk about your challenges

At the end you will have a set of ready to use ideas how to build a powerful project managers community in your organization. 

12:30 - 13:15 LUNCH 
13:15 - 13:45

Tomasz Boiński & Michał Rączka - PMO? IT PMO? We don’t need one 

Tomasz Boiński & Michał Rączka - PMO? IT PMO? We don’t need one

History of IT PMO at mBank - the evolution and challenges. The truth beneath - there is no PMO at the moment but there are competencies in place. Why? Our goal is to build Agile Product Management organisation with strong Project Management Culture. 

Come and listen how we aim to achieve our goals by customizing Project Delivery Process, introducing Portfolios, setting up IT Standards and Methodology, defining clear boundaries between Product and Project Management, developing Project Management competency centre. Lets talk about frictions, challenges and results during Round Tables. 

 

Marek Skała How to be an authentic leader of own
projects
 
- psychological aspects of 
business efficiency in projects

Marek Skała - How to be an authentic leader of own projects - psychological aspects of business efficiency in projects

Based on Jung's archetypes we will identify the psychological social roles project leader - Host, Lord, Warrior. We will follow the characteristics necessary for their exercise in project teams. Then - based mini cases a variety of areas - from medicine to energy - trace application implementation structures. We will focus on the methodology ADKAR, mechanisms Jon Heidt’s and method micro interferencei. Each of the participants will receive specific, practical techniques to apply immediately.


13:45 - 14:30

Round Table: PMO? IT PMO? We don’t need one


Moderators: Tomasz Boiński & Michał Rączka  

Round Table: Tomasz Boinski & Michał Rączka - PMO? IT PMO? We don’t need one

Continuation previous presentation in a form Round Table session, in small groups to share concerns, ideas and problem solve in a positive way.

 

 Round Table: How to navigate the stormy seas of deploying
 information technology PPM tools to organization 


Moderators: Damian Joniec & Elżbieta Gęborek

Damian Joniec & Elżbieta Gęborek - How to navigate the stormy seas of deploying information technology PPM tools to organization

There are many pitfalls when implementing IT systems that support business processes, with Project and Portfolio Management (PPM) being no exception. Some of the pitfalls are common, while others are not so obvious.

This workshop will provide examples of what PMO teams may do to improve chances for successful PPM solution deployment. Join us in discussion about mistakes organizations make when taking the digital step into PPM. Let’s discover together how you can avoid them.

Key topics:

  • Defining requirements: how and when?
  • Common deployment project mistakes,
  • Organizations’ blind spots and fallacies.

During the workshop we will share and discuss experiences, and together we will develop possible solutions with different approach scenarios for a successful implementation project of a PPM solution, offering many take-aways to evolve your own action plan.

14:30 - 15:00 COFFEE BREAK 
15:00 - 15:15

PMO AWARD Ceremony:

Results of PMO Award competition

Presentation of winners 

15:15 - 16:00

Henny Portman - Will the PMO disappear in the agile world?

Henny Portman - Will the PMO disappear in the agile world?

I will focus on a possible transition of organisations who are introducing the agile way of working. Starting with a traditional project setup using permanent PMO (portfolio level) and a temporary PMO. A result they keep the agile team in place and I will answer the question what does this mean for the PMO. I will continue my story by adding an agile team. Coordination between the teams can be managed by a scrum of scrum. Still no need for a projectorganisation wit PM and project board and no need for a tempory PMO. I add more and the coordination asks for a PM. What does this mean for the PMO? We can continue and institutionalize the coordination by using frameworks like Nexus, SaS, SAFe etc and have an integration manager, a roadmap manager a release train engineer and product managers and product owners. I will add some new to be created teams (asks for a PM to organise) etc. I will end with an overview and positioning of different agile methods and the role of the permanent PMO (focus portfoliomaangement, CoE) in an agile world:
- understand the added value of a permanent PMO in the agile world,
- insights in the consequences for temporary PMOs and PMO staff in the agile way of working, 
- insights in the different agile frameworks and the positioning to each other.

16:00 - 16:45

Kimberly Wiefling - Designed to Fail: The Shocking Truth About the Global Epidemic of Workplace Dysfunctionality

Kimberly Wiefling - Designed to Fail: The Shocking Truth About the Global Epidemic of Workplace Dysfunctionality

Oodles of research – as well as common sense - suggest that unmotivated people working in unhealthy workplaces are less productive. But, although it’s well known how to engage employees and create healthy work environments, worker satisfaction in America recently hit an all time low. Globally the statistics on employee engagement are even worse! Why? Organizational culture. Peter Drucker reportedly said “Culture eats strategy for breakfast.” An organization’s culture is as invisible as the air that we breathe, and as inescapable as gravity. Unfortunately no one feels personally responsible for creating the culture! Is it possible that - long ago - aliens landed on Earth, established sick, twisted, dysfunctional organizations, and then left? Probably not! Let’s consider an even scarier possibility, that WE are creating our workplace cultures. The upside of this is that we also have the power to change it for the better. Come explore the dark side of organizations, and the bright future available to those who are determined to design their organizations to generate great results by design.

16:45 - 17:00 CLOSING AND LOTTERY 

 

 

DAY 2 - 04.04.2017

 

8:30 - 9:00 REGISTRATION
9:00 - 17:00 WORKSHOP:

How to Build an Effective Team Committed to Implementing Organizational Change 

by Kimberly Wiefling

 

WORKSHOP: How to Build an Effective Team Committed to Implementing Organizational Change 

by Kimberly Wiefling

Highly effective cross-functional teams can accomplish what would be difficult, or impossible, for one person acting alone. Imagine a single human being building an entire country’s highway system or writing all of the books in your local library! But a group of people is not the same as a team, and there are many barriers to fully unleashing the “group genius”.

Organizational change requires cross-departmental collaboration, but complexity in these kinds of teams rises exponentially. Some of the challenges on the road to organizational change are how to:
- build teams with people from different departments, across various barriers and boundaries,
- convince people to join you in transforming your organization for the better.

An MIT study of global team effectiveness found that only 18% of the teams studied considered themselves successful. The most frequent causes of failure cited were:
- They failed to build trust,
- They failed to overcome communication barriers to solve problems and make decisions together,
- The goals of the individuals were not aligned with the team goals,
- The team goals were unclear.

Effective teams are designed to succeed. They have a shared vision of where they are going and shared values that guide how they behave during the journey. They trust each other, leverage their diversity, and work together to achieve shared goals. As Patrick Lencioni pointed out in the book “The Five Dysfunctions of a Team”, absence of trust, fear of conflict, avoidance of commitment, lack of accountability, and inattention to results, are five common barriers standing between teams and success.

You’ll leave this lively workshop equipped to enable your team to overcome these common obstacles and move from effective to extraordinary so that your team can achieve seemingly “impossible” results.

Note: If just knowing "how" to do something were enough we'd all be rich and thin, so Kimberly’s workshops are highly interactive, engaging experiences designed to change behavior and deliver results. 


 
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