09: 00-10: 00
REGISTRATION OF PARTICIPANTS, MORNING COFFEE.
SESSION 1. TRENDS AND PROCESS METHODOLOGY IN PROJECT MANAGEMENT
10: 00-10: 30
Report. Trends in project management: new approaches to managing and motivating project teams
10: 30-11: 00
Report. Portfolio management: the client team as a tool to achieve happiness
Project portfolio – how to properly manage a portfolio of projects and initiatives
What separates a portfolio manager from a client team
What motivates the client team to achieve a result – the concept of a unified approach to the created products and IT solutions
Common goals, common KPIs are the key driver of the client team
11: 00-11: 30
REPORT. Flexible, Lean Project Office
Reasons for the closure of project offices
Systemic, flexible, lean management approaches
Dashboard example
11: 30-12: 00
COFFEE BREAK
12: 00-12: 30
Case. Innovation in project management: digital project offices and digital twins of the project manager
12: 30-13: 00
Case. Project program management
The difference between a program and a large project.
How does a program differ from a portfolio.
When to use?
13: 00-13: 30
Case. Company transformations during brand mergers: how are the processes in project management changing?
13: 30-14: 00
Case. Working with contractors: how are the processes built when the project is outsourced?
14: 00-15: 00
DINNER
SESSION 2. PROJECT RISKS AND UNCERTAINTY
15: 00-15: 30
Case. We pilot risky ideas, or how to effectively use a “development incubator” in project management for business growth.
Project portfolio: how to build a change management system taking into account different stakeholders?
Seeking Breakthrough Ideas: A Development Incubator as a Brainstorm for Business
Weed out the unnecessary and find the main thing: how to assess the priority of projects and minimize risks?
From theory to practice: piloting as a way to manage external factors in conditions of uncertainty
Examples of implemented cases
15: 30-16: 00
Report. Mixed methodologies for managing IT projects, as a recipe for all diseases
16: 00-16: 30
Case. Risk management: how to identify and work with risks, how to conduct brainstorms with the team?
SESSION 3. CHALLENGES OF ASSESSMENT IN PROJECTS
16: 30-17: 00
CASE. Criteria for the effectiveness of IT projects
Key parameters of the effectiveness of IT projects
Measurement of parameters during the project
Financial and non-financial motivation of project managers and project teams based on the results of project evaluation
Tools to automate the calculation of efficiency
17: 00-17: 30
Report. The most common mistakes in project management. What should be considered?
Synchronization of projects and human efforts.
What comes first: procedures or a project.
Interaction problems: lack of interaction with sponsors, other stakeholders, unrealistic project timeline.
17: 30-18: 00
Case. What’s a project office to do after agile?
Types and roles of RMOs that the spirit of agile kills
Rebirth of RMO on the example of Ak Bars: product management, scrum masters, strategy implementers and big picture artists
Key insights: restructuring is inevitable, offense is the best defense = better to find your own way before others point out
What do you need to keep even when moving to agile?
18:00
Completion.