1st International Athens Conference on Project Management Best Practices
Achieving Project Management Excellence
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Agenda

®
8.30-9.00
Registration
 
9.00-9.15
Welcome/Introductions
Mr. Leonidas-Phoebus Koskos
Executive Director, Hellenic American Union
Executive Vice President, Hellenic American University
Dr. Tom Johns, CEO, Business Management Consultants
 
9.15-10.00
Project Management’s Global Challenges
Dr. Tom Johns, CEO, Business Management Consultants
 
10.00-10.30
Project Management: From theory to daily practice
Mr. Petros Souretis, Managing Director, Intrakat
 
1030-1100  Coffee Break
 
11.00-11.30
Dynamic Project Management Results Using Collaborative Leadership
Ms Peggy Pattison, Professor, Western Michigan University, Founder & CEO, Peggy Pattison Unlimited Corp
 
11.30-12.15
Setup of a projectized organization (Case Finn-Power)
Mr. Tommy Krohn, Business Area Manager, Citec Engineering Oy
 
12.15-13.00
Coca Cola HBC – The project journey towards Excellence!
George Magoulas, IT Control & Program Office Manager, CCHBC
 
13.00-13.30
M-Guide Project: PEP Presentation by Exodus Project Team
Project Leader: George Kouvas, Project Manager, Exodus SA
 
13.30-14.30 Lunch Break
 
14.30-15.15
Project Management in Financial Institutions
Dr. Roberto Gavazzi, Principal Consultant, Business Management Consultants
 
15.15-15.45
PMI's OPM3: Aligning project portfolios with organizational strategy
Nicos Kourounakis, PM & Strategy Consultant, Eworx, Adjunct Professor, Hellenic American University
 
14.30-15.45
Using Rational Unified Process (RUP) in software development projects - Workshop & Demo
Mr. George Merguerian, PMP, Senior Partner, Managing Director Europe, Business Management Consultants
 
15.45-16.15 Coffee Break
 
16.15-17.00
Prince2TM and PMI – International Collaboration or Competition?

Mr. Anthony Eve, PMP, Partner, VP and Head of BMC Consulting, Business Management Consultants

Change management in implementing an ERP project
Mr. Tommy Krohn, Business Area Manager, Citec Engineering Oy

How to deploy IT projects in rapidly changing business environments

Mr. Murat Ozbilen, Managing Director of Middle East and Africa, Partner, Business Management Consultants

17.00-18.00
Project Management in Telecoms & Internet Product Development Projects: Key issues, methodology and challenges
Mr. Thanos Falagas, Products & Services Development Director, Otenet
 

NEW: Don't miss: 18.00-18.45 Exhibition Presentation:  CHRONOS Enterprise Solutions Consulting - "Using software products to deliver projects on time and within budget: Primavera software and ProjectVision ERP.
If you wish to participate, please reserve a seat in time.

 
Agenda Overview

Project Management's global challenges

Global projects are frequently technically, organizationally and culturally complex.  In such complex systems, decentralization is a necessity of the system that can destroy itself.  However, decentralization without mission and organizational support can also either destroy itself or the company ends up selling hamburgers when its original intention was to sell drugs.  In this presentation Dr. Johns describes system requirements for organizational excellence and innovation in companies whose business involves cross-cultural, cross-organizational teams and high technical complexity.
 
Project Management: From theory to daily practice
 
Systematic planning, solid organization and constant control are the fundamental elements of successful Project Management.  Considering the fact that technology is an integral component of the successful managemetn of every modern, complex, demanding project, we will attempt a distinction between the management of the technology needed for the successful completion of a project and the management of the project itself, showing that these two parameters should be completely unified for the achievement of the objectives.  At the same time, by examining the variables that lie in the core of the Project Management procedure (product, quality, time, cost at the completion) we are going to analyze the necessity of a comprehensive strategy which will be reliably and accurately effective and efficient, in all the successive and progressive stages of the project realization procedure.
 
Dynamic Project Management results using collaborative leadership
 
What is the collaborative leadership model and why do "best practice" leaders intuitively know the skills, knowledge, and techniques to this successful model?  Great leaders differentiate themselves from good leaders because of the correct use of their leadership power and best practices "style".  What are their "secrets" and seemingly effortless abilities to deliver their projects on time, whithin budget, and gain the respect of both their subordinates and peers alike?  Learn these "secrets' in Peggy's keyonte address and take away a chart to measure your own performance against these standards.
 
Setup of a projectized organization (Case Finn-Power)
 
Finn-Power had earlier a type "balanced matrix organization" that took care of projects.  As a "part-solution" for improving the order-to-delivery process, Finn-Power Management decided to establish a "projectized organization".  By forming its own project department and establishing clear hand over points to other departments involved in project delivery, the company was able to establish a better control on its projects.  This presentation will cover the transition phase and the challenges phased going from the "balanced matrix" to a "projectized" organization.
 
Coca Cola HBC - The project journey towards excellence!
 
Learn how CCHBC used Project Management compettenciees to transform its IT operations.  This presentation will examine the challenges of introducing Project Management competencies in CCHBC's European-wide IT operations and the benefits generated.  It will also illustrate success factors and the pitfalls that companies should avoid when embarking on operations performance improvement journeys.  In detail the presentation will cover: CCHBC's strategic journey, key imperatives and destination, the role of IT as strategy enabler, the organization improvement initiatives, the importance of the project Office and how this is being leveraged across organization, the impact of Sarbanes-Oxley, the link to other critical business processes and future plans.
 
Project Management in TElecoms & Internet Product Development Projects: key issues, methodology and challenges
 
This presentation will cover the key issues affecting the success of a project in the Telecoms & Internet products area, and topics regarding the market, the environment, the people and the technologies involved.  The challenges, the risks and constraints faced, as well as the appliced methodologies, which are considered as more effective "in the field" for this kind of projects, will be also discussed.  Furthermore, the processes around staging and gate decisions needed to minimize the uncertaintly in teh fast moving Telecoms & Internet industry will be presented, as well as tools used during the phases of development and implementation in order to assure successful completion, along with references to real life examples.
 
Project Management in financial institutions
 
The speaker discusses recent BMC experiences in the field.  Hit by an increase in competition while facing a number of new business challenges, financial institutions pursue a variety of strategies that require dramatic changes.  Heavy reliance on external consultants to implement these strategies often results in disappointments, hence more and more institutions turn to Project Management seeking an alternative or complementary approach to fill the apparent "execution gap".  Indeed Project Management methodology proves to be an effective tool, provided it is deployed with due adaptation to the context and careful consideration for cultural changes at stake.
 
PMI's OPM3:  Aligning project portfolios with organizational strategy
 
PMI's OPM3 is an international business standard which provides a framework for assessing and developing the Organizational Project Management capabilities necessary for an organization to advance its strategic goals through projects.  OPM3 cuts across boundaries of organizational size and type and can be used effectively in virtually any industry.  By following the OPM3 framework, organiztaions can facilitate organizational change associated with developing project, program and portfolio management processes.  Using this framework, organizations can easily coordinate specific and actionable improvements manageable steps in order to achieve a desired level of maturity and bridge the gap between organizational strategy and individual projects.
 
PRINCE2TM and PMI® - International collaboration or competition?
 
The diversification of project management courses available is vast, whether you require an introduction to Project Management or an executive briefing, the tools and techniques or the people side, specific areas such as risk, finance or procurement or accredition/certification to certain standards and methods.  In the last category, standards and methods, arguably, two of the most popular and familiar are the Project Management Institute's Project Management Professional (PMP®) credential and PRINCE2TM. The presentation will discuss why standards and methods have a big part to play in the overall PM system, although that development solely on these areas only often leads to unsuccessful Project Management achievements.
 
Change management in implementing an ERP project
 
The presentation starts with giving a brief introduction to why companies start an ERP project and also to some of the common tasks and vocabulary that is used in ERP projects.  Change Management in ERP proejcts is then presented from a few angles: importance of communication and involvement, people resistance to changes and how to handle them, risk assessment in OCM.
 
How to deploy IT projects in rapidly changing  business environment
 
In order for fast deployment of effective IT projects the organizations need to change some behavioral parameters towards technology.  IT issues should be treated as a business driven activity where funding decisions, like other business decisions should be based on the value.  The perception of technology necessitates switching from a business-smart IT to an IT-smart business organization where IT embraces simplicity and flexibility throughout the technology environment thus allowing the cost of deployment to be lowered.  These behavioral/cultural changes on the part of organizations will also speed up the adaptation of recent system development models such as RUP and/or AUP.  This presentation will discuss and explore this issue adn show some forward looking organizations taking advantage of these market dynamics.
 
CHRONOS Enterprise Solutions Consulting: "Using software products to deliver projects on time and within budget: Primavera software and ProjectVision ERP"
 
CHRONOS Enterprise Solutions Consulting will be presenting the benefits project oriented companies can obtain through the use of Primavera software to manage resources, projects and portfolios and of the innovative, Project Cost Control ERP System, ProjectVision ERP, to manage project costs.