Exploring the difference between Simple and Easy, the DEVELOPMENT track is about the "all guts, no glory" portion of the lifecycle, when the rush of innovation has worn off, and the glory of new sales has yet to be realized. This is the time when the development team needs to put its collective heads down and "Get 'Er Done!" The scientists have long since gone home, leaving you with a pile of wild ideas. The sales department is barking at the door, demanding the latest and greatest to satisfy the insatiable market. It's left to us to do the gritty, grinding work of Development. Many of the concepts, tools and techniques that create a win in this area will seem surprisingly simple. And, many may think they have heard this before. But the execution of these skills is maddeningly complex and fraught with land mines.
The Development Track will feature presentations and panelists who will share their pain and provide insight and relief to their colleagues.
Co-Chairs:
Bob Brentin,
Consultant
Joe Francis
Hewlett-Packard, Senior Director, IT BPM, Hewlett-Packard
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 Project Risk Management and Tools for Reducing Uncertainty
"Things that go bump in the night"
Speaker
Kevin Ley, Product Integration Manager, Medtronic
Like most hi-tech companies, what gets in our way are uncertainties. As soon as we create plans, uncertainties strike: product requirements change, competitors announce their moves, and technology does not materialize at the rate expected and so on. As these uncertainties strike, resources are moved from one project to fix other projects' problems. People are pulled in multiple directions at once. Managers complain about losing control. People question the value of planning and systematic management. Dictating commitments and managing by seat of the pants becomes the norm. This session will describe how Medtronic was able to reverse this vicious cycle by acknowledging uncertainties as unavoidable, introducing a new way to accommodate and respond to uncertainties.
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Managing Resource Conflicts Across Multiple Projects, Balancing Multiple Projects In A Portfolio, Dealing With Scope Creep
"What do you mean I can't have it all?"
Moderator:
Chris Hawver, SVP Sales, Chief Marketing Officer, Adesso Systems, Inc.
Panelists:
Kirk Botula, SVP and Chief Operating Officer, Confluence,
Imran Ansani, Strategic Portfolio and Pipeline Manager, Global Marketing, FedEx Services Corporation
Eduardo Miranda, Program Director, Ericsson Canada
Hugh Ujhazy Senior Director, Product Management, Hitachi Data Systems
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Accelerated Team Development
"Why can't we be friends?" (Guided Improvization)
Facilitator:
John Sweeney, Owner and Executive Producer, Brave New Workshop
John, through customized improvisational theatre training exercises that improve teamwork, builds trust and opens avenues of creative and innovative communication.
Participants:
Michael Goodman, Managing Director, Centrance
Andrea Hill, Director/CEO, Bell Group
Darlene Weghorst, NCR Learning Consultant, NCR Corporation
Wendell Short, Project Manager, Sauder Woodworking
Dan Sauder, VP, Product & Process, Sauder Woodworking
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Hospira Product Review Committee - Hospira's New Product Process (Simulated stage gate review)
"Who's the boss?"
Bob Nelson, Director, Core Engineering, Hospira
Jim Mitchell, VP, Pharma Development, Hospira
Jerry Groen, Senior Program Manager, Hospira
Glenn Davis, Manager, Product Development, Hospira
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Change Breakthrough Analysis (Facilitated Workshop)
Facilitator:
Jim Canterucci, Founder & CEO, Transition Management Advisors
Change Breakthrough Analysis is a problem-solving tool that can be applied to change leadership in the areas of resistance, communication, and persuasion. In this session we describe how to conduct this type of analysis and introduce forms and tools that can be used to conduct breakthrough analysis for individual stakeholders within your change initiatives.
At the completion of this session, participants will be able to conduct breakthrough analysis with important stakeholders and integrate information gained in all change project management activities.
This presentation is done using a case study that allows the actual exercise of a change breakthrough analysis session.
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Presentation by OCI Winner Air Force Research Laboratory
2004 OCI Winner, the Air Force Research Laboratory has undergone a profound, organization wide, transformation during the past three years, creating management systems and practices that focus on customer needs. AFRL will share their mission, processes and successes as well as how they quickly transformed their large organization to one that listens and responds to the needs of its customers while still maintaining its historically strong technology leadership.
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Affymetrix Inc. and Air Force Research Laboratory Win PDMA’s 2004 Outstanding Corporate Innovators Honors
