A Reconciliation Framework

The presentation is on a Reconciliation Framework based on 14 Elements: Proximate Objectives, A Legal Framework, Impact Benefit Agreements, Strategic Partnerships, Legal Instruments, First Nation Social Innovation, First Nation Assessments, Human Resource Management, Corporate Social Responsibility, Shared Value Creation, Supply Chain Alignment, Traditional Knowledge, Project Management, and Integrated Project Delivery.

Agile Scrum and Lean Startup: Direct Examples From An Early-Stage Startup

3 former classmates, each 3 years into their career, began developing a software startup to disrupt the recruitment industry. This curated talent pool enabled employers to connect directly with high quality project delivery talent – an easier, faster alternative to traditional models. This talk focuses on the internal processes developed on a shoestring budget by a leadership team which is made up of a former software consultant (Agile/Scrum), a PMO Analyst (Waterfall), and a Financial Analyst, and covers:

  • Adoption: How to create a culture of accountability
  • Scope: How to identify and backlog “tomorrow problems” in a startup environment
  • Methodology: How to choose and tailor your methodology to best suit the spirit of the methodology

BC Hydro “PMI 2016 PMO of the Year”: Achieving Award Winning Results

BC Hydro has a mandate to deliver approximately $2.0 billion CAD in annual capital for the next ten years 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 consists of hundreds of projects ranging in value from over $8 billion CAD to under $1 million CAD, which need to be delivered on time and on budget.

To meet this challenge, BC Hydro needs to work in a disciplined and systematic way to ensure projects are brought into service safely and to a high standard of quality; on time and on budget. In anticipation of this sustained high level of capital expenditure, BC Hydro formed its Project Management Office in 2007. Since 2007 the PMO has been on a journey developing and implementing a standardized and consistent approach to project management, supported by defined practices and leading technology.

One of the highlights in this journey was recognition from the Project Management Institute as the 2016 PMO of the Year! In this session we will share our journey – where we started, the project delivery methodology that we have developed and implemented, what we have achieved, important ingredients to our success, lessons we have learned along the way and where we are headed next.

Billion Dollar Agile: Applying Scrum Values and Principles to Large EPC (Engineering, Procurement, and Construction) Projects

What started as an experiment 4 years ago has resulted in the successful application of agile values, principles, and techniques in a domain usually managed with traditional techniques. Prior to starting this work, multiple conversations with the Program sponsor revealed concerns with the team’s’ ability to focus on what’s important, resolve issues quickly, and keep commitments. Many of these issues appeared to be rooted in team dynamics and a siloed approach to delivering work product; consequently we decided to experiment with applying Scrum to an Engineering Procurement Construction (EPC) project.

For this large ($1B) EPC project, the three pillars of Scrum (Transparency, Inspection, and Adaptation) and the associated values of Scrum (Focus, Courage, Openness, Respect, and Commitment) were applied with great success. The Project team embarked on a journey using Scrum roles, artefacts, and events that emphasized the pillars and values of Scrum. The results culminated in the project being delivered within schedule and budget where 30% cost growth and 20% schedule slippage was considered the historical norm.

Subsequently, those same techniques and mindset were applied to a large ($3B) EPCM program of 3 natural gas processing plant construction projects. This program involved an owner in an oversight role working side-by-side with the EPCM. This resulted in the need to address cultural and business process differences between multiple organizations. The results are leading to a 5-15% decrease in cost and schedule in an environment where 30% cost growth and 20% schedule slippage was considered the historical norm.

Don’t Adopt the Monkey: Building Leadership for Yourself, Your Team, and Your Projects

How do you develop an ability to lead from any position in an organization? How can you be more adept in influencing those over whom you have little or no authority? What are the key skills that are needed for a successful leader? How do you stand out as a successful leader? Knowing how to influence and lead others—often without direct authority—is critical in successfully managing projects. Most of us aren’t natural leaders, the good news is that leadership skills can be learnt.

The best make the journey from manager to leader using their innate talents, and through continuous learning and improvement. Don’t rely on the school of hard knocks, discover the secrets to exceptional leadership and the mistakes to avoid on your own road to success.

Doubling and Distributing MD Training in BC

Fifteen years ago, BC experienced a critical shortage of physicians, especially in rural and remote regions of the province. Facing emergency-room closures and limited access to services, the BC government challenged the University of British Columbia (UBC) to double the number of physicians trained, and distribute their education to regional academic and clinical campuses across the province.

Meeting this challenge involved coordinating more than $200M of investments in new teaching facilities, and $20M in technology infrastructure across the province. New approaches to learning needed be developed, new faculty and staff recruited, and new operational approaches implemented. And the stakes were high – as the first medical school in North America to fully embrace emerging technologies to enable distributed education, UBC’s accreditation was on the line.
Working closely with the province’s Health Authorities, UBC succeeded in meeting the province’s targets two years ahead of schedule, and establishing a model for MD education that has been studied and replicated across Canada and around the world.
In 2018, UBC will mark the 10th anniversary of graduating its first distributed MD class. In this session, we will highlight the outcomes of the initiative, and explore their roots in the application of project and change management principles and techniques. Along the way, we will ask and answer some tough questions, including what evidence do we have to demonstrate that this major initiative met its underlying purpose?

How Nonprofits Utilize Project Management

Session description coming soon…

ICBC’s Transformation Program: Overview and Lessons Learned

ICBC’s Transformation Program is one of the largest Insurance Company transformations in Canada. The presentation will cover the following topics:

  • Introduction to ICBC’s TP
  • Program Prioritization Framework
  • Risks identified at onset of TP
  • Cultural norms that could impact TP’s success
  • Governance design principles
  • PMO and governance structures
  • Lessons learned from the industry and from TP

Increasing the Odds of Schedule Success

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. BC Hydro has always taken a consistent and well documented approach to managing cost consistency and over the past year there has been an increased focus on consistently applying schedule contingency to our portfolio of projects.

BC Hydro’s approach to schedule contingency is based on both general rules of thumb, driven by historical project information, and the use of Oracle’s Primavera Risk Analysis software. Every project is unique and to implement schedule contingency properly requires input from many different project team members. This presentation will look at the project management practice updates we have made around schedule contingency, how we use Oracle Risk Analysis, the technical implementation in our Primavera schedules, lessons learned that we have encountered along
the way, and next steps.

KEYNOTE PRESENTATION: 10-80-10 Principle®

The 10-80-10 Principle® is a framework that allows you to increase your performance and results by focusing your energy and efforts on highest yielding activities. The Principle was created by Sunjay Nath and it help individuals and teams operate at a dynamic level.


Every person or group already exhibits behaviors that are Top 10 (percent) – those behaviors that lead to high performance and achievement. What people lack is the knowledge to consistently operate at that dynamic Top 10 level. The 10-80-10 Principle® rewards and grows Top 10 behaviors and eliminates Bottom 10 actions.


Engaging Hands on, Sunjay Nath works with the audience to identify their Top and Bottom 10 and then A.C.T. with the 10-80-10 Principle® to create greater performance levels in their lives, or within the organization. The 10-80-10 Principle® is sought after around the globe by businesses and organizations through Keynotes, Workshops, Coaching and on a Consulting basis.

KEYNOTE PRESENTATION: 100/0: 100% Responsibility/Zero Excuses: How Taking Responsibility Changes Everything

Taking responsibility means stepping up and seeing yourself as the agent of change, whether it is changing your company or changing the world.

Dr. John Izzo shows how “stepping up” creates positive change while improving satisfaction at work and in life. Dr. Izzo’s simple concept, called “100/0” (100% responsibility/zero excuses) can transform a company when we decide to put aside our excuses and take initiative to create change.

Filled with inspiring examples of how people have stepped up to make things better, audiences will leave knowing that the more each of us takes personal accountability the better the workplace, the better our life and the better the world.

This session can be focused on all levels to foster greater ownership or focused for leaders where he also helps leaders discover how to foster a climate of ownership and accountability.

Dr. Izzo shares the following examples from companies he has worked with:

  • How a small group of employees got together and transformed service and morale at a large hospital
  • How a leader took a dying business unit within a large Telco and got employees to step up creating a “cash cow” for her company
  • How a new VP helped drivers take responsibility for the profitability of their individual routes taking his division from worst to first
  • How three women with no business experience helped thousands of women get out of poverty in Africa

KEYNOTE PRESENTATION: Extreme Influence: Practical Tools for Getting Results

It often falls to Project Managers and leaders to keep things moving despite tough challenges and resistance. Most pick up the tools they need as they go along, but what if there were counter-intuitive secrets from the pros who must move things past the toughest resistance? This fast-paced and dynamic workshop reveals the psychology behind what really influences and motivates others, beyond the obvious carrot and stick. Participants will leave with a deeper understanding of what gets projects stuck, and with practical skills and strategies for unsticking the most stuck ones.

Leadership and Agile Management Utilized in Homicide Investigations

Mike and Colum are senior homicide detectives working for the Calgary Police Service. Although they do not hold the official title of “Project Manager”, project management is exactly what they do day in and day out. This presentation will walk you through a real life case starting with the 9-1-1 call, all the way through to the closure of the case. Mike and Colum will compare their tasks and duties to that of a Project Manager. Topics that will be covered are Change Management, Agile Methodologies, Resource Management, PGM Roles, Documentation, Processes, Training, and Trust.

Leading Globally Distributed Teams: Culture Matters

Today’s reality of globally distributed teams requires a thoughtful and unique approach to leadership, as we work within a business model including virtual teams and partners in various locations around the world.

This presentation will focus on best practices for effective distributed development, with a special focus on the impact of national cultural norms and perspectives, along with the benefits of raising cultural awareness in the workplace.

In this context, cultural awareness can be defined as an ability to acknowledge and determine how cultural beliefs, upbringing, opinions and life experiences may influence the way we communicate and interact with others. Some cultural differences may feel intuitive in practice, but many others will be less so. Perspectives driven by cultural differences will directly impact workplace productivity, but if we are thoughtful about it, we can use these differences to develop a more thoughtful, balanced team and working culture.

The audience will be exposed to Gert Hofstede’s Intercultural Dimensions theory and framework, plus hear specific use cases and examples of how this framework might be applied in practical terms. “Hofstede’s cultural dimensions theory is a framework for cross-cultural communication, developed by Geert Hofstede. It describes the effects of a society’s culture on the values of its members, and how these values relate to behavior…”

The key message overall is that as we increase our cultural IQ/EQ, we can also foresee and influence how this context may impact our cross-studio/cross-team collaborations, including communications, team facilitation, engagement, risk management, talent management, product quality, etc. Due to increased cultural awareness, and by also applying generally accepted best practices for distributed development, team leaders can realize the benefits arising from diversity in the context of working with, and developing high performing, globally distributed teams.

Major City Initiatives: Stakeholder Engagement in a Fast-Paced Environment

The City of Vancouver is currently planning to implement several City-building projects. Maggie Buttle and Peter Cohen are the City’s Senior Project Managers who are delivering two of these significant initiatives – the Arbutus Greenway and Viaducts Replacement projects, respectively. These two projects are major undertakings for the City and once complete will change the way the City’s residents and visitors move, gather and interact. A key element to ensuring the success of these projects is to have meaningful and engaging dialogue with all stakeholders and creating excitement amongst the community of the upcoming changes. To compound the complexities of these projects, is that they are being progressed at a rapid pace and therefore innovative and alternate stakeholder engagement approaches are needed. Maggie and Peter will be sharing their experiences on the projects to date that may be of benefit to other project managers in the public sector and/or leading major transformative projects.

Modern Digital Project Management

What is Modern Digital Project Management in 2017? How is it different from project management in other industries? What are the skills and techniques required to succeed as a top DPM and what is the future of Digital Project Management? Mark Fromson, the founder of the Vancouver Digital Project Management meetup group, will attempt to answer these questions and more with a lively discussion period following the initial presentation.

Not all Contracts are Created Equal! Lead Your Company to Better, Smarter Deals Using Project Management Skills

Successful sales people are made, not born. In an increasingly complex and rapidly changing world, it is vital for business development professionals to learn and use a rigorous and disciplined approach to capturing new business.

Business Development Professionals can no longer negotiate and close deals in isolation of their organization. Managing a complex sale is in and of itself a project. Effective business development and selling demands effective project management skills. Large complex contracts require effective scope negotiation, cost estimating, schedule planning, resource planning, stakeholder management, quality assurance planning, risk management, and stakeholder communications. Business development professionals who attempt to finalize deals without fully engaging the rest of the organization significantly increase the risk of contract failure.

Further, ISO 9001-2015 adds Risk Management as a key criterion for certification. Project Management skills assist ISO-registered firms to satisfy this new requirement. Since successfully closing sales contracts drives everything else in an organization, attend this session and learn how to lead your company to better, smarter deals using PM skills.

PMOs: Are They Your Allies or Enemies?

Join us for an interactive discussion about the good, bad and ugly of Project Management Offices (PMOs)!  A group of PMO leaders from across various industries from British Columbia will be leading this session to discuss the role PMOs play in your projects and organizations.

Session TBA

Why “Big Data” Matters To Project Managers

From employees’ generated data to machine generated data, organizations have to deal with the stream of data that comes their way. Many consider Big Data as a revolution that require all of our attention, and project managers are not immune.

Join this presentation for an overview of resources, tools, and techniques to better understand Big Data, and how you can leverage Microsoft Power BI to extract value from massive amount of data.

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