Program Outline
Accompanying Persons' Program
Key- Note Speakers
Symposium List of Sessions
Poster
Cluster
Workshops Program
Program Outline
| SUNDAY,
JUNE 11, 2000 |
| 17:00-20:30 |
Arrival
and Registration at the Renaissance Jerusalem Hotel |
| |
| MONDAY,
JUNE 12, 2000 |
| 09:00-17:00 |
Workshops |
| 20:30 |
"Get
Together" Reception at the Renaissance Jerusalem
Hotel |
| |
| TUESDAY,
JUNE 13, 2000 |
| All
day |
Symposium |
| 20:00 |
Evening
Tour of the Israel Museum, Jerusalem followed by a
cocktail reception. |
| |
| WEDNESDAY,
JUNE 14, 2000 |
| All
day |
Symposium |
| 20:00 |
Tel
Aviv Jaffa Night Tour and Dinner (Optional) |
| |
| THURSDAY,
JUNE 15, 2000 |
| 09:00-
17:00 |
Workshops |
Accompanying
Persons' Program
* Tours will depart from
the Renaissance Jerusalem Hotel at 09: 00 hours.
Approximate return to Hotel: 13: 00 hours
| MONDAY,
JUNE 12, 2000 |
| 09:00 |
Guided
tour to Jerusalem Supreme Court, Mount Herzl, and the
Chagall Windows at Hadassah Medical Center, Ein Kerem |
| 20:30 |
"Get
Together" Reception at the Renaissance Jerusalem
Hotel |
| |
| TUESDAY,
JUNE 13, 2000 |
| All
day |
Symposium |
| 20:00 |
Evening
Tour of the Israel Museum, Jerusalem followed by a
cocktail reception. |
| |
| WEDNESDAY,
JUNE 14, 2000 |
| 20:00 |
Tel
Aviv Jaffa Night Tour and Dinner (Optional) |
| |
| THURSDAY,
JUNE 15, 2000 |
| 09:00 |
Guided
tour to Stalactite Cave and Visit to Kibbutz Zora in
the
Judean Hills |
Key- Note Speakers*
| TUESDAY,
JUNE 13, 2000 |
Managing
the Herodian Temple Project: An Exercise in Multi- controversy Resolution
Prof. Y. Gafni, The Hebrew University, Israel |
|
| WEDNESDAY,
JUNE 14, 2000 |
Project
Management in the High- Tech Industry
Speaker: to
be announced |
* Program is subject to change.
Symposium List of
Sessions*
| SESSION
1: ROUND -
TABLE DISCUSSION ON THE ROLE OF PROJECT
MANAGEMENT IN THE 21 ST CENTURY ORGANIZATION |
Moderator:
E. Y. Mozes, Israel
In this Roundtable Talk - or panel discussion – participantion
with Mr. J. Mignosa, IBM Europe-Asia-Africa Project Director,
Mr. G. Shalgi, CEO, RAFAEL, Israel; Mr. J. Seufert,
Director of Projects, ABB-Alstom Power, Germany; Prof. A. Shtub,
Industrial & Management Eng., Technion, Israel; and Mr. H. M.
Woodward, Program Manager, Procter & Gamble, USA, Chair of
the global PMI; will offer diverse views on “The Role of
Project Management in the 21st Century Organization”
in a highly interactive way. The emphasis will be on actual
implementations with some theoretical background and on practical
recommendations what to do. The diversity of the speakers’
expertise ensures the widest appeal. |
|
| SESSION
2: MANAGING
MULTINATIONAL PROJECTS |
Key
Elements of European Project Realisation
W. Marek, Poland
Using Multiple Currencies for
Global Project Costing
BE. Smalley, USA
Project Quality Achievement
Within a Multinational Organisation
M. Eriksson, N. Junuzovic, J. Lilliesköld, Sweden |
| |
| SESSION
3: CROSS- CULTURAL ISSUES |
International
Cooperation Projects In a Network: Design and
Management
Proposals
JC. Fdez- Arroyabe, N. Arranz, Spain
Barriers to Embedded
Knowledge Transfer in an Anglo- Japanese Engineering
Project
A. Saka, UK
Assessing the Effects
of Organisation Culture on Projects
A.J. Hant, UK
Leadership and Project
Management Challenges With a Multicultural
Workforce:
An Australian Case Study and Its Global Implications
D. Lewis, E. French, Australia |
| |
| SESSION
4: MEASUREMENT
AND CONTROL OF PROJECT PERFORMANCE |
Measuring
Project Performance and Accrediting Team Members
M. Granot, Israel
Causes of Project
Performance - Based on PMI Global Survey
G. A. Diéguez, USA
Comparative Analysis
Based Control of Projects in Technological
Environments
H. Eilat, B. Golany, A. Shtub, Israel |
| |
| SESSION
5: PROJECT RISK
MANAGEMENT I |
Assessing
Risk and Exploiting Uncertainty in Project Management: The
Info-
gap Approach
Y. Ben- Haim, Israel
Broadening Our Risk
Management Perspective
D. H. Hamburger, USA |
| |
| SESSION
6: PROJECT RISK
MANAGEMENT II |
Risk
Assessment in the Europe - Middle East - Africa Environment
J. Magerl, Germany
Benchmarking Risk
Management Capability
D. A. Hillson, UK
The New Risk
Management Treatment for the GPMBOK
D. T. Hulett, USA |
| SESSION
7: STRATEGIC
PROJECT MANAGEMENT I |
Increasing
Shareholders' Value in Project Environment: EVA and Value
Drivers
B. Ronen,
Israel
Converging Decision-
support Tools on Successful Strategic Project
Management:
From Theory to Practice
B. Asrilhant, R. G. Dyson, UK
Strategic Management by
Projects for Sustaining Competitve
Advantage
D. E. White, USA |
| |
| SESSION
8: STRATEGIC
PROJECT MANAGEMENT II |
The
Determination of Systems Life Span D.
Gonen, Israel Improving
the Project Alignment With the Business' Drivers
O. Zwikael, D. Amir, A. Quaadgras, Israel
Project Strategy - the Missing Link
A. J. Shenhar, D. Dvir, Israel |
| |
| SESSION
9: ORGANIZATIONAL
DESIGN |
Building
a World Class Project Organization
G.
Smart, UK
Matrix Management: When
Do Project Managers Agree With Functional
Managers?
Z. Laslo, A. I. Goldberg, Israel
From Product to Project
Orientation
M. Bhend, Germany
The Emergent
Organization
M. Thiry, UK |
| |
| SESSION
10: PEOPLE
MANAGEMENT IN PROJECT ENVIRONMENTS |
Managing
Team Project Dynamics
K. Pompan, Israel
Developing a Cohesive
Team; Focused, Facile and Friendly
R. A. Winston, R. E. Heard, G. L. Leatherman, USA
The 3 R's of
Performance Management in Project- based Service
Organisations
D. Cooper, UK |
| |
| SESSION
11: COMPETENCY
AND SKILLS DEVELOPMENT |
| Introduction
to Software Projects' Management a New Undergraduate
Course in
Software Project ManagementM.
Ben- Menachem, Israel
Developing the
Competence to Manage by Projects
C. Lynn, Australia
Introducing a Programme
/ Project Focus and Culture at Eurocontrol the European Organisation
for the Safety of Air Navigation in Europe
D. Kingman, J. Louis, Belgium |
| |
| SESSION
12: MANAGING
NATIONAL INFRASTRUCTURE PROJECTS |
Ben
Gurion 2000 New Terminals Project Documentation System - the
Sole
Sound Base for Historical Records and Decision Making
T. Lupu, Israel
Implementing BOT
Projects in Israel: The Carmel Tunnels Project
D.
Balasha, O. Dafni, Israel
Jerusalem Wastewater
Treatment Plant Project
A. Shapira, A. Efron, Israel |
| |
| SESSION
13: PROJECT
MANAGEMENT IN THE CONSTRUCTION INDUSTRY |
Risk
Management in a Construction Project
M. Shwartz, J. Hendler, Israel
Avoiding Claims and
Disputes in the Construction Industry
S. C. Bartsch, G. F. Jergeas, Canada
Communication
Patterns in Construction at the Project Manager Level
I. M. Shohet, S. Frydman, Israel |
| |
| SESSION
14: MANAGEMENT OF
PROJECT TIME BUFFERS |
Critical
Chain or Resource Critical Path?
E. Uyttewaal, Canada
Planning for Fast
Tracking Project And the “Project Barometer”
M. Nunberg, Israel
A TOC Simulation Tool
for Validating the Problem and the Solution for
Project
Management
E. Schragenheim, Israel |
| |
| SESSION
15: PROJECT
SCHEDULING |
Special
Features of Russian Project Management Software
V. Liberzon, Russia, I. Lobanov, The Netherlands
Time Standards and
Project Scheduling in the Service Sector
I. Balaila, Israel
Implementing
Enterprise- wide and Portfolio Project Management
Systems
- Problems and Solutions
Y. Engelman, Israel |
| |
| SESSION
16: SUPPLIER AND
CONTRACT MANAGEMENT I |
Vendor
Screening in IT Contracting with a Pilot Project
E. M. Snir, M. Lorin, Israel
Project Management
and Outsourcing: The Dos and Don'ts of
Implementation
from the Experience of Singapore National Library
Board, Library
Support Services
S. Rajagopal, T. A. Cheng, Singapore
Offset in Defense
Projects - a Management Challenge
A. Gilan, N. Malkin, M. Hershkovitz, Israel |
| |
| SESSION
17: SUPPLIER AND
CONTRACT MANAGEMENT II |
Managing
Buyer Risk in a Multi- vendor Environment
R. Kalluri, USA
Trust- based
Contracts - a Competitive Advantage or a High- risk
Proposition?
F. Hartman, Canada
A Systematic Approach
to Expert Deliverables for Automotive & Manufacturing
Based Project Management Systems
D. A. Posner, USA |
| |
| SESSION
18: MANAGEMENT OF
HIGH- TECH AND SOFTWARE PROJECTS
I |
Flying
in the Jetstream
R. Peper, New Zealand
Distributed Project
Management Techniques Increase Client Satisfaction
in Data
Networking Services
I. Drumea,
Canada
Seven Principles of
Highly Effective E- business Project Management
J. Perone, USA |
| |
| SESSION
19: MANAGEMENT OF
HIGH- TECH AND SOFTWARE PROJECTS
II |
SEPG:
Re- tooling the Project Office Concept
R. L. Anello, S. Drtina, R. Teel, USA
How to Manage the
Balance Between New- use and Innovation in R& D Processes
E. Pasher, R. Dvir, Israel |
| |
| SESSION
20: MANAGEMENT OF
INFORMATION TECHNOLOGY PROJECTS |
Managing
the Move to Outsourcing IT Services
M. Hadass, Israel
Shoes for the
Cobblers - Managing IT Organizations and Projects
A. Yuval, Y. Carmon, Israel
Test Management -
Solutions for Project Improvement
D. Powell, UK |
| |
| SESSION
21: MANAGEMENT OF ERP
PROJECTS |
How
to Manage an ERP Project
A. Nissimov, Israel
Integrated
Project Management in an ERP Environment
E. Tropen, Israel
Managing ERP
Implementation Using Basic Software Tools and Web
Based
Scheduling Control
R. Viana Vargas, Brazil |
| |
| SESSION
22: BEST PRACTICES IN
PROJECT MANAGEMENT I |
The
Use of Maturity Model for Improving Project Management
S. Lubianiker, Israel
Project Dynamics: the
Law of Unintended Consequences W.
R. Duncan, USA
A Message for The
Project Manager of The 21 St Century (Don't Burn All
Your
Bridges to the Past)
D. H. Hamburger, USA |
| |
| SESSION
23: BEST PRACTICES IN
PROJECT MANAGEMENT II |
Information
Driven Project Management
S.
Denker, USA
Integrated Model of
Reengineering and Technology Information Projects
Application.
I. Durlik, Poland
Debiases Models in
Decision Making for Project Management
A. Dan, Israel |
| |
| SESSION
24: APPLICATIONS |
Project
Management Integration Into the Higher Education Enterprise
K. Mansour, UK
Startup Management - a Case Study
N. Rosenberg, R. Zviel- Girshin, Israel
Production
Development Projects Management
E. Krajewska- Biñczyk, Poland |
| |
| SESSION
25: KNOWLEDGE MANAGEMENT IN PROJECT
ENVIRONMENTS I |
How
Do Organisations Coping with Limited Resources and Changing Environments
Manage Project- related Knowledge?
I. Oshri, UK
Knowledge Management
for Project- based Learning: Insights from Cross-
sectoral Research in the UK
M. Bresnen, L. Edelman, S. Newell, H. Scarbrough, J. Swan, UK
The Limits and
Possibilities of Inter- project Learning in the Production of
Complex Products and Systems
T. Brady, N. Marshall, J. Sapsed, UK |
| |
| SESSION
26: KNOWLEDGE
MANAGEMENT IN PROJECT ENVIRONMENTS
II |
Knowledge
Management in a Project- oriented Environment
R. Gordon, R. Karni, Israel
Meaning of Knowledge
Management in Logistic Systems Project
M. Nowicka - Skowron, B. Skowron - Grabowska, Poland
Knowledge Management-
an Enabler to Effective Project Management
M. Levy, Israel |
* Program is subject to change.
Poster Cluster
Project
Managers: Are They Consistent on the Resources Allocation Process?
I. Balaila, I. Gilad, Israel |
| |
The Commitment Web-
How to Setup the Infrastructure for Autonomous Project Management
E. Zalmenson,
Israel |
| |
Hazards to Avoid in
a Software Improvement Process
M. Ze’evi,
Israel |
| |
Winning Projects and
Products Through Design
M.
Rotenberg, Israel |
| |
Online Software
Project Scheduling
I. Intorsureanu, Romania |
| |
Knowledge Capture in
Project Environments: Learning to Partner in the
UK Construction Industry
M. Bresnen,
N. Marshall, UK |
| |
Impact of Random
Conditions on Projects in Capital Changes
H. Szopa, J.
Szopa,
Poland |
| |
A Model of Marketing
Culture - Results of Investigations
A.
Stachowicz- Stanusch, Poland |
| |
Managing the Complex
Social Projects. Restructuring Process of Traditional
Industries in Poland
J.
Stachowicz, J. Bendkowski, Poland |
| |
Smart Projects
G. M. Dunne,
New Zealand |
Workshops Program
| WORKSHOP
1 - MONDAY, JUNE 12, 2000 |
Sponsoring
Breakthrough
Project Performance - Karen
Strichartz, USA
This seminar is directed at mid- level and senior executives who
want to significantly
improve the performance of projects and their business enterprise.
The learning
objectives of the seminar are to:
1. Relate fundamental project management concepts and principles
to organizational
strategy and objectives
2. Construct a business case for radical change in an organization's project management
capabilities
3. Define the role and
responsibilities of an effective sponsor of project management
change
4. Evaluate the merit
of a plan to effect the project management improvements
5. Integrate the human side of change management into the project
management improvement
plan, and
6. Identify barriers to success and how to intervene to remove
those barriers. |
| |
| WORKSHOP
2 - MONDAY, JUNE 12, 2000 |
| Program
Management - Michel
Thiry, UK
Objectives of
the Course are to enable participants to:
1. Distinguish between programs, projects and strategic management
2. Understand why, when and how to use program management
3. Develop a program management framework and culture
4. Develop a full 'toolbox' beyond simple programming tools
5. Practice stakeholders management and project benefits
assessment
6. Understand the competencies required of a program manager |
| |
| WORKSHOP
3 - THURSDAY, JUNE 15, 2000 |
| Managing
Project Managers:
The Strategy,
People, Resources & Politics -
Paul
Smith, USA
Are you wearing too
many hats? Cross department manager… functional/ line manager…
project sponsor. This Senior Project Management (SPM) workshop is available to
assist PM professionals to master all the elements and challenges that go into being
a top- notch project manager. This must workshop will improve
productivity & customer satisfaction while reducing cost of
rework.
This workshop will
explore the new models associated with managing the project manager and
the environment they work in. It will offer insight to the project structure,
including the project office concept and the competencies needed to survive
in such a culture. This curriculum is based on PMBOK standards.
|
| |
| WORKSHOP
4 - THURSDAY, JUNE 15, 2000 |
| Managing
Project Team Dynamics - Kobi
Pompan, Israel
Whether people work
well in teams or not determines the success of failure of your
project. Teamwork and the skilled management of people in a formal
or informal
group are the key ingredients of successful projects. It is
essential that
managers have a sound understanding of team dynamics, both on
departmental level and
across functionally, where many conflicts often remain unresolved.
This Insights program helps participants develop an awareness of
how they can influence
the effectiveness of a team by understanding more about
their own role and type and preferences of other team members. |
|
| WORKSHOP
5 - 2- DAY WORKSHOP (1 DAY ALSO AVAILABLE) MONDAY, JUNE 12, &
THURSDAY, JUNE 15, 2000 |
| Building
an Effective Project Plan - Mickey
Granot, Israel
In order to
successfully conclude a project, there are two necessary
conditions:
the first one is to have a focused, rigorous and agreed upon
project plan, and the
second is to effectively control the progress. This seminar deals
with the first
necessary condition. The seminar is a hands- on seminar during
which you prepare
a full project plan to one of your real life projects. The first
part is dedicated
to defining your project objective and scope, develop a list of
obstacles and identify
the appropriate intermediate objectives. These deliverables
are then incorporated into a prerequisite tree. The second part is
dedicated to
transforming the prerequisite tree into a project plan. In this
part you will generate
the task list, determine their interdependencies, chart task
sequences using PERT, and analyze the plan. |
|
