EDPM Certification

Report on Level 3 : Is must and should be written by participants suggesting changes in their own work environment in managing stake holders, Project Leadership and based on their interaction in experience sharing platform. This is one of the 16 Uniqueness of I/EDPM program to write a report after each Level.

Level 4 :Wisdom Sharing by Global Thought Leaders

• Batch 7: 27 - 28 Jul (Sat - Sun)
• Batch 8: 24 - 25 Aug (Sat - Sun)
• Batch 9: 28 - 29 Sep (Sat - Sun)
• Batch 10: 26 - 27 Oct (Sat - Sun)
• Batch 11: 23 - 24 Nov (Sat - Sun)
• Batch 12: 28 - 29 Dec (Sat - Sun)

In the ultimate analysis, goals drive strategies. Strategies can be delivered through projects. Strategies fail due to its weak link with project management. The social context is increasingly becoming a major factor in implementing projects. Stakeholders buy-in is the essence in starting a project all the stakeholders. In this last Level, we will covering the latest trends in managing projects, programs and portfolios.

PM4: Experience Sharing Sessions (ESS)

Peter R. Easley Esq (USA) The World Bank, Washington DC. Former Deputy Chief Corporate Procurement & Head of Sourcing and Category Management. The World Bank, Washington DC and a well known authority on Procurement and Contracting management. He is widely traveled with rich international experience.

Topic: Procurement and Contracting

At the end of this Level participants will have a good understanding of procurement and contracting and its impact on sucess of the project. The Candidates should be able to: (1) Discuss procurement and contracting processes and principle. (2) Explain and critically evaluate the contract administration issues including contract terms, issue management, cost management, change order management.

Dr. Hans Stromeyer (Germany) is co-founder and the president of the International Association of Project Managers (IAPM). Before that, he was director of Science Service and International Programs at Spacelab, Inc. on Houston. The company developed and operated manned Levels in the payload bay of the American Space Shuttle. He has selected as an Alternate Astronaut by the German Space Agency (DLR). After that he has assigned to be the Director of Training and Simulations and Head of the Executive Office of the Agency. He was recipient of the price of the German Project Management Award as well as the Award of Space Missions D1, D2 and MIR'97. He holds a Doctor's Degree of the University of Heidelberg.

Topic: Hybrid Project Management

Project Management is in a period of adaptation to our VUCA world. Today, projects aim to be more responsive to unclear customer demands. This development was spearheaded by the Agile Manifesto proclaimed by leading software developers in the USA. Scrum and other frameworks have rapidly gained attraction worldwide, promoting traditional projects to include agile mindset and methods. However, agility is not solely dependent on individuals but also on organisations and companies. Hybrid project modeling allows combining classic and agile elements intuitively. Having successfully trained astronauts and managed space projects, the author has an understanding how to train people and develop hardware to be sent to space fostering new understanding of physics, engineering and human biology.

Prof. Dr. Ralf Müller (Norway) is professor of Project Management at BI Norwegian Business School and Editor-in-chief of the Project Management Journal®. He lectures and researches in leadership, governance and organisational project management. His research appeared in more than 250 academic publications and was acknowledged by PMI, IPMA and others with 15 awards including several lifetime achievement awards. Prior to his academic career, he spent 30 years in the industry, including a time as Worldwide Director of Project Management at NCR Corporation.

Topic: Governance through Organizational Project Management (OPM)

Organizational Project Management (OPM) extends and integrates the distinct views of projects, programs, and portfolios and describes a governance approach to all project-related work in an organization. That includes the organizational and business-related integration of projects, programs, and portfolios and themes like multi-project strategies, governance paradigms, projectification, governmentality, and project-oriented organization structures. The presentation outlines an OPM model that integrates 22 of these themes for effective governance of organization-wide project work.

Oliver Maeckel (Germany) is Vice President and Partner at Siemens Advanta Consulting, Germany. He has been with Siemens AG since 1997. The focus of his current work is, in particular, the development and delivery of “rst-of-its-kind” large-scale projects and especially the digitization of project business processes. Over the last years, he and his team have supported more than 200 major and mega projects in the pre-sale, sales and execution phase.

Topic: Mega projects – raw diamonds or raw eggs?

Mega projects are raw eggs, developed well they will change to be raw diamonds instead. The number of large projects continues to grow over the last decades. Nonetheless, these projects are more than often the rst of their kind and therefore moving the nal frontier. Scaling up things and working in this area is often risky due to many new situations and uncertainties. Planned creation and excellent execution, the eggs will become diamonds.

The word ‘Project Mindset’ was coined and introduced by Adesh Jain in August 1999 in Stockholm, Sweden while giving a one day seminar on “Project Mindset – the Key to Competitiveness”. In last 20 years, lot of development has taken place in refining the conceptual framework of ‘Project Mindset’. A thought provoking presentation will be given to the participants with the latest conceptual framework of role of Project Mindset in managing projects.

Topic: Project Mindset

Some of the 28 governing principles of Project Mindset are:

• 'Whole' first and 'Part' later
• Dynamic adaptability over rigidity
• Believing in discontinuity
• Welcoming versus rejection of new ideas
• Anti Credentialist
• Success beyond profit
• Master of situations and not its puppet
• New and not just repeat encounters
• Breaking boundaries side by side of creating boundaries etc.
• 20:20 vision along with reading glasses

Veikko Välilä (Finland) has provided management consulting services for thermal & nuclear power projects, pulp & paper plant projects and mega-size infra projects including harbor, metro, airport, rail- and motorway projects. Veikko is a member of the Advisory Board of the Climate Leadership Coalition, the largest non-prot climate business network in Europe. He has lived in 5 countries and worked in more than 50 countries.

Topic: Climate Change and Sustainability

A large number of the world’s leading companies and nancial markets have made up their minds: their money is on its way to a low-emission economy. This means that the market for low-emission products and solutions is growing, while the market for high-carbon products is stagnating and will soon shrink. Countries, companies and investors now have a once-in-a-generation opportunity to scale zero-carbon industries in the 2020s, to create prosperous growth and more resilient economies. The countries that create lucrative conditions and incentives for the new solutions will win big time.

Prof. Dr. Raphael Albergarias (Brazil) is an outstanding contributor in the project management. A globetrotter committed with excellence and organizational performance. Executive coordinator of doctorate and master’s degrees in distinguished universities (Sorbonne, Paris, Bordeaux) in the fields of Project Management, Marketing and Finance. 17+ years of experience. Consultant, professor, Investor and actuality as IPMA Brasil President and Region LATNET Director for IPMA. Global VP of International Institute of Education, a consortium with top universities.

Topic: The BANI scenario and the New Generations in PM

How to deliver a project in a Brittle, Anxious, Nonlinear, Incomprehensible scenario? BANI is a logic that determines how your personal posture should be from now on. In addition, there is a great sense for companies to incorporate this philosophy and internalize it from strategic planning to their Leadership style. Welcome to the chaotic world, where conditions are not simply unstable, they are chaotic. Trying to control them, interpret them or even avoid them is no longer possible. The great competitive advantage of a professional or company, now, is knowing how to react to everything that happens. Some will be frozen waiting for a benchmarking to emerge.

Michael Roberts (USA) is an IT industry professional with more than 20 years of experience project management and taking digital products to market. His industry certifications include those from Cisco, CompTIA, Microsoft, ICAgile, and the Scaled Agile Framework. With his experience as a technology executive, he’s guided many companies to successful IT and software projects, and become a skilled strategist who transforms strategic plans into workable solutions and benchmarks performance against key operational targets/goals.

Topic: AI AND ML: How to future-proof your PM career

Artificial Intelligence (AI) and Machine Learning (ML) are two huge factors that is changing technology and business. But what is their impact on you? What will your job look like five years from now? Will it even exist in 5, 10 or 20 years? And what will happen to the organization and industry you work for? We will discuss the definitions of these two terms, how they impact business and workers, and what things project managers can do today to prepare for the future.

Antonio Nieto-Rodriguez (Belgium) Lis an Author of the Harvard Business Review Project Management Handbook, the featured HBR article The Project Economy Has Arrived, and four other books, Antonio is the creator of concepts such as the Project Economy and the Project Manifesto. His research and global impact in modern management have been recognized by Thinkers50. Fellow and Former Chairman of the Project Management Institute, he is the founder of Projects&Co and co-founder of the Strategy Implementation Institute. He is a member of Marshall Goldsmith 100 coaches.

Topic: The Project Economy Has Arrived, and Why Project Management Had to Be Reinvented

Today, about 70% of projects fail to deliver their objectives. Considering that every year approximately 48 trillion US dollars are invested in projects, we fail to deliver trillions of benets, value, and impact in organizations and society at large. If we increase our success ratio from 30% to 60%? Just imaging the amount of value that we would be adding to the world, approximately the GDP of China in extra benet. To achieve this incredible goal, project management and projects managers will need to reinvent themselves.

Randall L Englund (USA) as an author, speaker, educator, trainer, professional facilitator, and consultant for the Englund Project Management Consultancy delights in sharing his passion for project, program, and portfolio management. He is co-author of seven books in the business and management eld. He received the Distinguished Contributions Award from PMI.

Topic: Environments and People Skills that Improve Organizational Performance

Creating excellence in project management occurs when sponsors appoint appropriate project leaders, and they apply methodologies, viewpoints, insights, and leading practices to optimize project-based work. Organizational maturity requires that leaders reduce organizational “toxins”.

Professor Dr. Hiroshi Tanaka (Japan) is in the forefront of global PM community over the past half century. He is professor of strategy and project management. Is a wellknown PPM trainer covering Asia, Africa, Europe and Latin America. Is the founder and past president of Project Management Association of Japan (PMAJ).

Topic: Agility in Corporate Enterprises Realized by Applied Project Management

COVID-19 pandemic, VUCA/ BANI environment, global sustainability commandment, and disruptive technology have changed the landscape of industry and society. Project management needs to respond to this global transition.

Report on Level4 : It is a must to submit the report outlining the key takeaway for applying to one's work place. This is one of the 16 Uniqueness of I/EDPM program where learning is applied to demonstrate measurable benefits. Participants to upload their Level 4 report to i2P2M Cloud Platform within 7 days of the completion of the Level.