PMI ® Global Congress 2014 – North America, Phoenix, AZ USA from 26-28 October.
I am proud to announce that I’ll be speaking at the PMI ® Global Congress 2014 – North America, Phoenix, AZ USA from 26-28 October.
SAVE THE DATE!
I’ll be presenting the most recent results and findings related to the Project Management Agility Global Survey. The title of my presentation is “Agility as a Team’s Competence in Project Management: Thinking Beyond and Evidence from the MIT-CEPE Global Survey Study”. I’ll challenge the audience to think beyond the Agile Project Management Theory and to rethink the debate toward the development of “Hybrid Management Models”. More details to come soon.
You can download your copy of the Executive Report with preliminary research findings and have access to this exclusive description of practices and “agility critical factors” being used by companies around the world.
I will be the guest speaker about Agility as a Team’s Competence. The title of my presentation is going to be “Developing Agility as a Team’s Competence — Thinking Beyond Agile Project Management”.
Abstract of the presentation. This presentation will instigate the audience to think beyond the Agile Project Management approach to consider “agility” as a team’s competence and a broad theory that can help organizations to develop strategic competences to respond quickly to changes, opportunities and threats, in order to be more competitive. I will discuss some key factors and practices that can help organizations successfully develop and improve “agility as a competence” for project teams operating under fast-changing and innovative project environments. The results and insights will be based on a recent global study conducted at MIT – CEPE entitled “Project Management Agility Global Survey”.
Everything is ready for the PMO Symposium that will be held in San Diego, California from 10 – 13th November. This event will bring experts to talk and present ideas, experience and practices to professionals involved in project, program and project management office across different industries.
As a guest speaker, I’ll be presenting the results and findings of one of my recent research projects, conducted at University of São Paulo as a part of my Doctoral in Project Management and Product Development areas. The research is related to the construction of the Agility Theory and I’ll show the results of a survey of 171 different projects from distinct industry sectors and degree of innovation. It will be my honor to share some of these findings with experts and specialists in the field of Project Management, Program Management and Product Development. In addition, I’ll have the opportunity to present the basic fundamentals that support the Agility Theory and how this theory can help professionals and organizations achieve better performance in project and products. One of the reasons and motivations for this research is the increasing attention and adoption of agile management among different industries and the challenges to scale agile practices, tools and techniques in order to achieve a better agility performance. Therefore, I think this is a good opportunity to share experiences and ideas on this topic. Below is a brief description of my presentation along with the main cover and title.
This is a brief description of the presentation: In a fast competitive business scenario, Agility, as a competence, has become strategically important for programs and projects in order to deliver innovative products and better results. Critical changes and opportunities rarely come on schedule and may not be noticed in time, avoiding them to be proper absorbed during the project or program execution. Not surprisingly, there is an urgent call for Project Management Agility. Focusing on this topic, this session will explore the definition of Agility, as a competence, and how to develop a better agility performance in the project and program management. It presents the empirical analysis of a survey carried out in Brazil with 171 projects from companies operating in different industry sectors. Whether in a more traditional or innovative project/program, the successful exploration of the agility as competence will depend on how management practices and organizational factors are combined. The evidences reinforce that a set of customized practices, tools and techniques, supported by flexibility, simplicity, customer involvement, and team capabilities, are critical for companies aiming to achieve better project and program results in dynamic and innovative business environments.
Check and download the full agenda here.
The Journal of Modern Project Management (JMPM) is a quad-monthly basis scientific journal focused on researches in the project management area. The Journal has as its Academic Editor the internationally recognized Researcher and Professor of the MIT Sloan School of Management, Seven D. Eppinger. The Editorial Advisor Board, the Editorial Review Board and the Managing Editors are formed by internationally recognized researchers in several fields, including Project Management, Agile Project Management, Product Development and Innovation Management.
For more information please check the JMPM website here.
We were pleased to present the results of our integration research project, sponsored by PMI at one of the largest and most important events of the world in the project management area, the PMI Global Conference North America 2013.
The event was attended by approximately 2,500 participants from different countries. There were over 150 presentations divided in sections containing 15 to 17 concurrent presentations covering different topics such as agile management, risk , leadership , PMO, among others. Notably, it was a great event, well organized and conducted. There were provided time for networking and exchange of experiences among participants and several opportunities to learn and see something different.
As guest speakers, I, Eric Rebentisch and Monica Rossi, presented the results of a study that currently is on its 2nd phase. This study was originally started in 2012 with a global survey conducted jointly by PMI and INCOSE with more than 600 professionals. The results of this survey were analyzed by our team at MIT and the findings were potential for further exploration and gave us some sense about the integration issue in some organizations. Apparently, some organizations have struggled to integrate systems engineers and others don’t. So, we were curious to find evidences to support these findings and build a better understanding around this subject concerning useful guidelines or practices for those companies with integration issues.
At this event we presented the results of 09 interviews conducted with professionals from different companies. The main goal was to identify evidences and practices adopted to improve the integration between Program Management and Systems Engineering. These companies were selected because they haven’t been experienced integration issues or so-called unproductive tensions between the two areas. The audience was very thoughtful and asked important questions to further explore the findings along with useful insights regarding the results and future developments for companies.
In this third phase, our current focus is on the exploration and investigation of the causes and aspects related to unproductive tensions or the lack of integration between program management and systems engineering. We’re going to interview professionals from companies that are currently facing unproductive tensions and are struggling to have a better integration within these areas. Finally, we will conduct a comparative analysis to identify opportunities for improving such integration and better define this construct, hypotheses and finally develop guidelines and management practices that can help companies in this area.