A Dozen Dumb Ideas from Conventional Project Management
A ‘methodological’ and mechanical adherence to standard PM practices can lead a PM straight into trouble. There are times when the best PM practices, blindly applied and without context, can be the worst ideas. This session will talk about PM practices in a ‘holistic’ project context, considering where (and where not) a savvy PM uses the ‘traditional’ PM tools and techniques they’ve been schooled in.
Learning Objectives:
- How not to get in a ‘bad’ place with seemingly ‘good’ practices from the methodology
- Most ‘good’ project management practices can be ‘bad’ if executed methodologically, pedantically, and without reference to context
- Every PM practice needs to be viewed in a larger project context
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Ken Hanley, BA, M. Eng
Principal
KTH Project and Program Management Inc.
Ken has been an IT and Program Management Director and Principal in a number of large organizations, focusing on IT organization, technology and strategy, business alignment, advanced project management practices, and teaching and training on program and project management tools, processes, and competencies. He has a Masters degree in Engineering (Project Management) from the University of Calgary.
Ken has extensive experience in information technologies applied to the energy industries, in areas ranging from exploration (international and domestic), marketing, business development and production.
His specialities are large and complex program and project management, the management of complex project portfolios, setting up and operating Project Management Offices, and the management of information technology people and processes, planning, alignment, and risk reduction. He has also had considerable success in project intervention for troubled projects and organizations, and working with and mentoring project managers on difficult projects in a number of industries.
Ken’s current roster of clients includes Elk Valley Coal, TeckCominco, McElhanney Surveys, the Insurance Corporation of BC, Bell Canada, the Alberta Electric System Operator, Finning Canada, Tembec Forest Products, the Forzani Group, Comprehensive Care International, and New Zealand Trade and Export Development.
Ken has expanded his skill set by lecturing on effective leadership, IT organizations, and project management, and by continuing to teach in the Graduate Management and Engineering programs at the University of Calgary. He is also a guest lecturer on project management for the Queen’s MBA in Science and Technology, Royal Roads University, and the Executive MBA program at the University of Alberta.
Ken is a recognized project management expert and top-rated speaker who is regularly invited to speak on IT, project management, and strategic portfolio management best practices to:
• ProjectWorld – Chicago, Boston, Washington, San Jose, Toronto, Vancouver
• Project Leadership Conference – San Francisco, Toronto
Ken was nominated for the Southern Alberta Project Management Institute’s 2005 Distinguished Contribution Award. |
