The Project Management Institute Risk SIG & Institute for...

2006Project Risk Project Risk

Symposium SymposiumHelp Internal and External Stakeholders Understand the TRUE VALUE OF RISK MANAGEMENT

May 22 – May 25, 2006

Hyatt Regency Downtown

Houston, Texas

Featured Speakers

To Register, Call: 888.670.8200 Fax: 941.365.2507 Email [email protected]

Web: www.iirusa.com/projectrisk

Kimberly Thompson Associate Professor of RiskAnalysis and DecisionScience, Harvard Schoolof Public Health, MITSloan School ofManagement, and Authorof Risk in Perspective

Ron SalluzzoChief Risk Officer, BearingPoint

Justin Reginato, Ph.D., P.E. Assistant Professor,Engineering Management& Civil Engineering,School of Engineering andComputer Science, University of the Pacific

Serge GaronDirector of ProjectManagement, Canadian Space Agency

William L. McMullen Senior Principal SystemsEngineer with Honors, Raytheon NetworkCentric Systems

Judy Balaban Director of the ProjectManagement Office, Dow Jones & Company

New For 2006:

• Additional Industry Specific Tracks To Customize The Experience TowardsYour Exact Needs And Interests, See Inside For More Details.

• Two Cross Industry Pre-Conference Assemblies

• Design A Custom Project Management Tool Box

• The Latest Theories on Decision Making And Risk Psychology

Learn Best Practices in RiskManagement From:

Key Conference Take-Aways:

• Apply Risk Management Throughout Your Entire ProgramLife Cycle

• Reduce Uncertainty Of Risk Events

• Create A Probability Process That Fits Your Organization’sCulture

• The Upside Of Risk – Opportunity Management: DetermineWhich Ventures To Pursue

• Best Techniques in Enterprise Risk Management (ERM)

• Address The Human Side Of Risk To Generate A PositiveResponse To Risk Management

• Metrics and Project Risks

• Linking Risk Management to Dollars: Add Value to YourEntire Enterprise

• Leadership and Risk Management

• Lean Process Improvement

Official Publication: Organized By:

The Project Management Institute Risk SIG & Institute forInternational Research Present The Annual

Amgen Inc

AstraZeneca Pharmaceuticals

BearingPoint

Canadian Space Agency

CBP International

Chevron

Chicago Board of Trade

Ciber, Inc.

Dow Jones & Company

First Nations & Inuit HealthBranch, Canada

Hartford Technology ServicesCompany

Hewlett-Packard Co.

Intel Corporation

MIT Sloan School of Management

MITRE Corporation

New Jersey Institute ofTechnology

NJM Insurance Group

PETCO

Raytheon Network CentricSystems

Risk Decisions

Sandia National Laboratories

Southampton University

SRS Technologies

Stevens Institute of Technology

TransUnion LLC

Turner Construction Company

University of the Pacific

VTT Building and Transport

World Bank

Earn up to 31 PDU’s by AttendingSee details inside

Sponsored by:

2



© 2005 IIR Holdings, Ltd.

Dear Risk Executive,

The annual PMI Risk SIG’s Project Risk Symposium offers an in-depth, customizable and comprehensive opportunity for those involved inrisk management to examine, advance and improve project risk management practices.

Taking place May 22 – 25, 2006 in Houston, TX, this four day event will look at Risk from EVERY LEVEL of your organization.

Internal and external stakeholders contribute to project risks and can ultimately affect entire program outcomes. At this event you will learnhow to determine these risks as well as the best practices on communicating risk within your organization.

An event comprised of cross industry cutting edge content, you will also learn key methodologies, techniques, case studies & currenttrends that will improve your risk management practices across your Entire Enterprise.

Risk methodologies are essential to any phase of projects, programs or tasks and the 2006 Project Risk Symposium will provide you withboth Qualitative & Quantitative approaches to improve risk management performance.

This Event Will Deliver Information To Help Improve Your:

• Risk Analysis • Decision Making Process

• Contingency Plans • Mitigation Strategies

• Team Building Skills • Maturity Level

• Risk Metrics • Entire Program Life Cycle

• Alignment with Overall Enterprise Objective

The Project Risk Symposium continues to attract the best of the best in Risk Management year after year. Those organizations who haveestablished mature risk management practices lead their industry. Learn from leaders in Oil & Gas, Aerospace & Defense,Service, Finance & Construction, among many others. Check out our complete industry list of presenters for more details.

We welcome you to the 2006 Project Risk Symposium taking place in Houston TX: – the only risk event where you can learn fromcross industry Risk Management Experts as well as network with your peers.

We hope to see you in May.

Charles Bosler Kim Rivielle Jennifer FinerChairman, RISK SIG Managing Director, IIR Conference Producer, IIR

A Sample of Past Participating OrganizationsADP

BAE Systems

Ball Aerospace

Baxter Healthcare Corp

Boeing Company

Booze Allen Hamilton

Chevron Texaco

CMU Software Engineering Institute

Commerce Bank

FBI

Federal Energy Regulatory

General Dynamics Land Systems

GSA

Hewlett-Packard Company

i2, Inc

IBM Corporation

Internal Revenue

Jones Lang LaSalle

Lockheed Martin Corporation

Los Alamos National Laboratory

Marathon Oil Co

McClendon Corp

MCR LLC

Michael Baker Jr Inc

Mitre Corporation

Moog Inc

National Defence Canada

Northrop Grumman

PJM

Protiviti

Raytheon

Raytheon Company

Robbins Gioia LLC


Smiths Detection

Solvay Pharmaceuticals

State Farm Insurance Co

Strategic Thought

The Aerospace Corp.

TSX Group

United States Postal Service

WESTAR

Westinghouse Savannah River Co.

Whitney Bradley & Brown Inc

2006 Conference Features:■ Two Pre-Conference Topic Intensive Workshops

■ Two Special Interest Cross Industry Pre-Conference Assemblies

■ Main Conference Day One – Keynotes & Feature Presentations Focused on Hot Topics in Risk Management

■ Main Conference Day Two – Choose From Four Industry Specific Break Out Tracks in addition to our NEW Tools,Trends & Techniques Track

Project Risk Project Risk 2006Symposium Symposium

2006 Speaker Faculty Include:AUTHORS/ACHEDEMICS/RISK EXPERTS

Paul Allen, Principal, Major Projects & Execution, Decision Strategies, Inc.

Todd Boley, CPA, PMP, Protiviti

Charles Bosler, Chairman, PMI Risk Sig

John Driessnack, CCE/A PMP, Director, Program and Technical Assessment,MCR, LLC

Kay M. Fleischer, MBA, PMP, President, Fryklund Group, President, PMIChicagoland Chapter, Chair, International Development SIG

Dave Hall, Principal Engineer, SRS Technologies

MJ Hall, PhD, PMP, Senior Director, Gambrough Group

Val Jonas, Managing Director, Risk Decisions

Dr. Kalle Kähkönen, Chief Research Scientist, VTT Building and Transport

Mark A. Powell, Adjunct Professor, Systems Engineering, Stevens Institute ofTechnology

Terrel LaRoche, Associate Director, Protiviti

Paul G Ranky, PhD, Full Tenured Professor, New Jersey Institute ofTechnology

Mr. Madhavan S Rao, Assistant Vice President, Satyam Computer ServicesPvt. Limited. India PMIPCC Hyderabad Chapter, India., Director, PMIBangalore Chapter, India

James T. O'Connor, P.E., Ph.D. C.T. Wells Professor of Project Management &Professor of Civil and Architectural Engineering, University of Texas atAustin

Justin Reginato, Ph.D., P.E., Assistant Professor, Engineering Management &Civil Engineering School of Engineering and Computer Science, Universityof the Pacific

Pedro Ribeiro, MBA, PMP, Owner Stratech/The Project Office

Gerry Sepe, CEO, ePM

Kimberly Thompson, Associate Professor of Risk Analysis and DecisionScience, Harvard School of Public Health, MIT Sloan School ofManagement, and Author of Risk in Perspective

Terry Williams PhD, PMP, Professor of Management Science, SouthamptonUniversity

OIL & GASJohn Mihn, Retired Senior Vice President, ConocoPhillips, Engineering,Research, and Development

Kathy Underhill, Vice President of Financial Risk and Internal Audit, EnCanaCorporation

Hossein Razavi, Director of Finance and Infrastructure, World Bank, formerChief of the Oil & Gas Division – World Bank

Paul Stenner, Director - Finance and Development, KBR, Halliburton

Terry Welder, Manager, Dow Environmental Technology Business andrepresentative to the United States Business Counsel for SustainableDevelopment

SERVICESCarol Bobbe, PMP, Senior Manager, Project Services PMO, TransUnion LLC

Patricia McMahon, Senior Project Manager, Hartford Technology ServicesCompany

Brian P. Miller, MBA, PMP, Sr. Project Manager, Ciber, Inc.

Michele Reed, Chair, PMI’s Service & Outsourcing SIG

Ron Salluzzo, Chief Risk Officer, BearingPoint

Steve Schwarz, Assistant Secretary, NJM Insurance Group

Karl Davey, Head of Risk, Strategic Thought Group

TECHNOLOGYJason Eddinger, PMP, ECTP Integrated Risk Manager, HP Systems IntegrationOffice, NYC DoITT

Allison Goodman, PMP, Mobility Platform Analyst, Project Controls – MobilePlatform Program Office, Intel Corporation

Esteri Hinman, PMP, Mobility Group Project Controls Manager, CorporatePlatform Office, Intel Corporation

Tom Kendrick, Project Manager, Hewlett-Packard Co.

Jerry Molnar, PMP, Program Director, ECTP, Hewlett-Packard

Ketty Sama Rubio, Global Risk Manager, Corporate Platform Office, IntelCorporation

Josephine Sterling, Lead Business and Economic Analyst, The MITRECorporation

AEROSPACE & DEFENSE Dr. Stephan EIBL, CEO/Member of the Management Board, CBP International

Serge Garon, Director of Project Management, Canadian Space Agency

Creaghe Gordon,,Retired Senior Cost Manager, Lockheed Martin

William L. McMullen, Senior Principal Systems Engineer with Honors,Raytheon Network Centric Systems

Tom Vanderheiden, PMP, Chair, PMI’s Aerospace & Defense SIG Chair

CONSTRUCTIONBrian W. Farmer, PMP, Senior Project Manager, HDR Engineering

Robert Gries, Chair, PMI’s Design-Procurement-Construction SIG

William A. Lichtig, Attorney, McDonough Holland & Allen PC

George Zettel, Project Director, Turner Construction Company

CONSUMERRay Blake, IS Project Manager, PETCO

FINANCEJudy Balaban, Director of the Project Management Office, Dow Jones &Company

Clay Jones, Director of Project Finance, Societe Generale Bank

Terry C. Murphy, Senior Risk Assessment Analyst, Chicago Board of Trade

PHARMACEUTICAL/BIOTECH/HEALTHCAREJohn Bowers, Program Engineer, Sandia National Laboratories

Cathy Gamblin, Scheduler, Sandia National Laboratories

Shawn Martin, MBA, PMP, Clinical Project Manager, AstraZenecaPharmaceuticals

Linda Scott, Risk Manager, Sandia National Laboratories

Michael Wakshull, Sr. Project Manager, Amgen Inc

Patrick A. Warner, CD, BA, BEnvS, DipMarE, PMP Manager, ProjectManagement Office e-Health Solutions Unit First Nations and InuitHealth Branch Health Canada

Metrics, Methods & Measures to Increase the Value of Project Risk Management Practices

Risk Management Practices Throughout Your Entire Enterprise21

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Concurrent Sessions Begin




Symposium Symposium


Monday May 22, 2006 All Pre Conference Workshops 8:30AM - 4:30PM Luncheon at 12:15

Better Project Decisions through Better Risk AssessmentMark A. Powell, Adjunct Professor, Systems Engineering, STEVENS INSTITUTE OF TECHNOLOGY

Why Am I Doing This If No One Listens? - Learn The Best Practices to TakeAdvantage of Lessons Learned from Prior ProgramsDavid C. Hall, Principal Engineer, SRS TECHNOLOGIES

Tuesday May 23, 2006 Pre Conference Assemblies

8:15 Assembly Chair’s Opening RemarksTom Kendrick, HEWLETT-PACKARD CO.

8:30 The Importance Of Measuring The Impact Of RisksTom Kendrick, Program Manager, HEWLETT-PACKARD CO.

9:30 Project Kick-off Risk Analysis Sessions Ray Blake, IS Project Manager, PETCO ANIMAL SUPPLIES

10:15 Networking Break10:45 Go or Kill? Power, Politics and Fear in Project Risk Management

Pedro Ribeiro, MBA, PMP, OWNER STRATECH/THE PROJECT OFFICE11:30 Risk Management in Clinical Drug Development Projects: Challenges and Impact

of a Common ApproachShawn Martin, MBA, PMP, Clinical Project Manager, ASTRAZENECA PHARMACEUTICALS

12:15 Luncheon1:30 How Cognitive Biases Affect Risk and Decision Analysis in Managers

Michael N.Wakshull, Sr. Project Manager, AMGEN INC

2:15 Recognizing Risk Systems - How They Have Such Big Effects On Your ProjectsTerry Williams PhD, PMP, Professor of Management Science, SOUTHAMPTON UNIVERSITY

3:00 Networking Break3:30 Lessons Learned – Face Your Risks With Confidence

Patrick A.Warner, Project Management Office, e-Health Solutions Unit, FIRST NATIONS AND INUITHEALTH BRANCH, HEALTH CANADA

4:15 Failure Risk Analysis (FRA)Paul G Ranky, PhD, Full Tenured Professor, NEW JERSEY INSTITUTE OF TECHNOLOGY

8:15 Assembly Chair’s Opening RemarksTo sponsor and chair this assembly please contact Jean Dugan at 212-661-3500 x 3127 [email protected].

8:30 Program and Project Sponsor Management Through Better Decision ManagementSteve Schwarz, Assistant Secretary, NJM INSURANCE GROUP

9:30 Integrating Earned Value and Risk ManagementJohn Driessnack, CCE/A, PMP, Director, Program & Technical Assessment, MCRVal Jonas, Managing Director, RISK DECISIONS LTD

10:15 Networking Break10:45 Case Study: PMO Risk Management

Carol Bobbe, PMP, Senior Manager, Project Services, TRANSUNION LLC11:30 Using Risk Management To Add Value To Your Entire Enterprise

Josephine Sterling, Lead Business & Economic Analyst, THE MITRE CORPORATION

12:15 Luncheon1:30 Assurance Management: Innovations in Risk Management

Mr. Madhavan S Rao, Assistant VP, SATYAM COMPUTER SERVICES PVT. LIMITED. Founder VP,PMIPCC HYDERABAD CHAPTER, INDIA, Director, PMI BANGALORE CHAPTER, INDIA

2:15 Process Improvement Techniques To Improve Your Risk Management ProgramsIf you are interested in speaking during this session, please contact Jean Dugan at 212-661- 3500 x3127 or [email protected].

3:00 Networking Break3:30 Case Study: "911, what's your emergency?"

Jason Eddinger, PMP, ECTP Integrated Risk Manager, HP SYSTEMS INTEGRATION OFFICE, NYC,DOITTJerry Molnar, PMP, Program Director, ECTP, HEWLETT-PACKARD

4:15 Developing a Corporate Risk Management ProcessEsteri Hinman, PMP, Mobility Group Project Controls Manager, Corporate Platform Office, INTELCORPORATIONKerry Sama Rubio, Global Risk Manager, Corporate Platform Office, INTEL

Wednesday May 24, 2006 Main Conference Day One

Thursday May 25, 2006 Main Conference Day Two

8:15 Chairperson’s Opening RemarksCharles Bosler, Chairman of PMI Risk SIG

8:30 Keynote - Navigating the Age of Risk ManagementKimberly Thompson, Associate Professor of Risk Analysis and DecisionScience, HARVARD SCHOOL OF PUBLIC HEALTH, MIT SLOAN SCHOOL OF MANAGEMENT

9:30 Into Thin Air – Understanding Risk & Leadership in the C-SuiteJudy Balaban, Director - Project Management Office, DOW JONES & COMPANY

10:30 Networking Break11:00 Post Disaster Rebuild Methodology & Training Project

Kay M. Fleischer, MBA, PMP, President, FRYKLUND GROUP, INC., President, PMI,CHICAGOLAND CHAPTER, Chair, INTERNATIONAL DEVELOPMENT SIG

12:00 Lunch1:15 Featured Case Study: Worldwide Project Risk Management

Rich Farley, DW Risk Management Coordinator, CHEVRON INTERNATIONALEXPLORATION AND DEVELOPMENT, NIGERIA/MID-AFRICA SBU

8:30 Opening Presentation: Risk Management As A Consistent Means To Margin ImprovementRon Salluzzo, Chief Risk Officer, BEARINGPOINT

Concluding Session4:00 Wide Scope Risk & Opportunity Management: Determine Which Ventures To Pursue

Dr. Kalle Kähkönen, Chief Research Scientist, VTT BUILDING & TRANSPORT

2:00 Panel – The Role Project Managers play vs. a Business Analyst in Project RiskManagementCarol Bobbe, PMP, Senior Manager, Project Services PMO, TRANSUNION LLCMore TBA!If you are interested in speaking or moderating during this panel, please contact Jean Dugan at 212-661-3500 x 3127 or [email protected].

3:00 Networking Break3:30 Enterprise Risk Management Deployment - Organizational Threats and

OpportunitiesWilliam L. McMullen, Senior Principal Systems Engineer with Honors, RAYTHEON NETWORKCENTRIC SYSTEMS

4:30 Managing Risk in Innovative EnvironmentsJustin Reginato, Ph.D., P.E., Assistant Professor, Engineering Management & Civil EngineeringSchool of Engineering and Computer Science, UNIVERSITY OF THE PACIFIC

~ OR ~

SKILLS, TRENDS & TOOLS

Track Chair’s Opening RemarksIf you are interested in chairing thistrack, please contact Jean Dugan at212-661-3500 x 3127 [email protected]

What We Have Here is a Failureto CommunicateDavid C. Hall, Principal, Engineer, SRSTECHNOLOGIES

Active Risk Manager OverviewKarl Davey, Head of Risk, STRATEGICTHOUGHT GROUP

Conversion and Implementationof a Multi-Site Integrated RiskManagement Software SystemLinda F. Scott, John S. Bowers &Cathy S. Gamblin, SANDIANATIONAL LABORATORIES

Mitigating Risk in Projects byenhancing RISK MANAGERSkills in the teamMJ Hall, PhD, PMP, Senior Director,GAMBROUGH GROUP

A Quantum Approach ToEvaluating Project RiskLeif Hoglund, VP BusinessDevelopment, IBICO, INC

CONSTRUCTION

Track Chair’s Opening RemarksRobert Gries, Chair. PMI’s Design-Procurement-Construction SIG

Manage Risk Better with LeanProject Delivery and RelationalContractsGeorge Zettel, Project Director,TURNER CONSTRUCTIONCOMPANY

Containing Project Risks withValue Management ProcessesJames T. O'Connor, P.E., Ph.D.C.T.Wells Professor of ProjectManagement and Professor of Civiland Architectural Engineering,UNIVERSITY OF TEXAS

Applying Lessons Learned inRisk Management from theFinancial Services Industry tothe Engineering andConstruction FirmTodd M. Boley, CPA, PMP, PROTIVITI

The development of acomprehensive RiskManagement Policy and PlanBrian W. Farmer, PMP, Senior ProjectManager, HDR ENGINEERING

Determine CustomersRequirements, CommunicateRisks And Manage CustomerExpectationsIf you are interested in speaking duringthis session, please contact JeanDugan at 212-661-3500 x 3127 [email protected]

SERVICE

Track Chair’s Opening RemarksMichele Reed, Chair PMI’s Service &Outsourcing SIG

Establishing a Positive RiskCulture Starts at the TopAllison Goodman & Esteri Hinman,INTEL CORPORATION

Managing From A Distance CanBe A Risky Proposition!Patricia McMahon, Senior ProjectManager, HARTFORD TECHNOLOGYSERVICES COMPANY

Contingency PlanningCorporate PandemicPreparednessTerry C. Murphy, Senior RiskAssessment Analyst, CHICAGOBOARD OF TRADE

Mitigating RisksIf you are interested in speaking duringthis session, please contact JeanDugan at 212-661-3500 x 3127 [email protected]

Decision Making UsingQuantitative Risk AnalysisBrian P. Miller, MBA, PMP, Sr. ProjectManager, CIBER, INC.

AEROSPACE & DEFENSE

Track Chair’s Opening RemarksTom Vanderheiden, Chair PMI’sAerospace & Defense SIG

Out-of-this-world Project RiskManagementSerge Garon, Director of ProjectManagement, CANADIAN SPACEAGENCY

Accurate Metrics for RiskyProjectsIf you are interested in speaking duringthis session, please contact JeanDugan at 212-661-3500 x 3127 [email protected]

Risk Analysis and CostManagement (RACM) Creaghe Gordon, Retired Senior CostManager, LOCKHEED MARTIN, COO,GLOBAL ENTERPRISE SOLUTIONS

Case Study: Airport ConcessionInvestment RisksDr. Stephan EIBL, CEO/Member of theManagement Board, CBPINTERNATIONAL

Effective partnering/collaborating between DAU,DoD, and NASA with PMI andother Professional Associations Tom Vanderheiden, Chair PMI’sAerospace & Defense SIG, Member ofthe Program/Portfolio ManagementStandards Development LeadershipTeam

OIL & GAS

Track Chair’s Opening RemarksTodd Boley, PROTIVITI & Paul Allen, Principal, Major, Projects &Execution, DECISION STRATEGIES

Neutralizing Project FinancingRisks- A Global PerspectivePaul Allen, Principal, Major, Projects &Execution, DECISION STRATEGIESHossein Razavi, Director of Financeand Infrastructure, WORLD BANK

Networking Break10:45

Simulating Global Contractsand Work Processes for MoreEffective O&G Projects and RiskMitigation at ChevronGerry Sepe, CEO & Russell Cusimano,Senior Consultant, EPM

Lunch12:00

Linking Oil & Gas Projects toEnterprise RiskIf you are interested in speaking duringthis session, please contact JeanDugan at 212-661-3500 x 3127 [email protected]

Expert Panel Discussion Topic1: Mitigating ProjectDevelopment, Finance andContractual Risks See Participating Panelists Inside

Networking Break2:45

Expert Panel Discussion Topic2: Taking an EnterprisePerspective to MitigatingCapital Project Risks See Participating Panelists Inside

9:40

9:50

11:15

1:15

2:00

3:15

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PMI-Houston isan organization forproject managers,and those who are

interested in the project managementprofession. The Houston Chapter is one ofthe largest in the country, boasting morethan 1700 members. The industriesrepresented are diverse and include: oiland gas, information technology,telecommunications, construction,marketing and advertising, and healthcare.www.pmihouston.org

The Aerospace &Defense SIG (A&DSIG) is a specific

interest group of PMI dedicated toimproving projects in aerospace & defenseindustries by implementing proven projectmanagement techniques and principles.Aerospace and defense projectprofessionals have been able to share bestpractices and gain information within PMIthrough the formation of the A&D SIG.www.pmi-adsig.org

The mission of thePMI e-business

SIG is: To enable our colleagues,associates, and constituents to moreeffectively learn, manage change andadapt by:

• Providing a medium for an interactivecommunity

• Partnering with PMI components andindustry leaders

• Creating an eBusiness ProjectManagement Center of Excellence thatfocuses on the needs of our community.www.pmiebsig.com

The PMI IT andTelecom SIG

targets all project managers in theInformation Technology andTelecommunications industries. We arecommitted to establishing mutuallybeneficial and ongoing relationships with

industry, academia and professionalorganizations; leading and facilitating thedevelopment and exchange of relevantknowledge and tools; and fostering acommunity which enables mentoring,networking, career advancement andcamaraderie. www.pmiittelecom.org

The PMIHealthcare SIG

advances project management in thehealthcare sector by providing its morethan 1600 members in 35 countries withan array of training and networkingopportunities. The SIG provides a neededforum for healthcare project managerswho come from a broad range within thesector and through this network itsmembers are able to collectively work toimprove the status of healthcare projectmanagement. www.pmihealthcare.org

PMI Design,Procurement and

Construction SIG – The DPS SIG providesa forum for education and professionaldevelopment for members involved in thedesign, engineering, procurement, andconstruction process for projects involvingbuildings and facilities; to advance the fieldof project management and further theobjectives of PMI. www.dpcsig.org

The Students ofProjectManagement

(SoPM) Specific Interest Group is nowcelebrating its 5th anniversary. The SIGwas formed to address the interests,needs, and concerns of a growingpopulation within PMI: students. The term'student' is used in a broad manner hereto mean anyone interested in learningmore about project management. Thiscould include, but is not limited to,practitioners, educators, life-long learners,and of course, 'traditional' students whomay be enrolled in business and projectmanagement programs throughout the

world. Including all of these diversegroups will enable the SIG to foster a richlearning environment for all.www.StudentsOfPM.org

TenStep, Inc,specializes in

methodology development, training andconsulting. Our focus is in projectmanagement, setting up and running aProject Management Office, PortfolioManagement, the project lifecycle and theapplication support function. We take thetime and effort to develop these importantbusiness processes so that you don't haveto. Take the risk out of implementingproject management in your organization.Contact us today at [email protected]

chiefprojectofficer.com is the monthlymagazine that provides unbiased,practical, “how-to” information critical foraligning the organization’s portfolio ofprojects with strategic objectives.chiefprojectofficer.com is dedicated to theexecutives responsible for projects toachieve corporate strategies and maximizegrowth. On the web and in print, ChiefProject Officer is the only independentmedia whose mission is providing theresources, case studies, methods andtechniques executives can apply tomanaging a complex portfolio of projects.Visit: www.chiefprojectofficer.com

The InternationalCouncil on SystemsEngineering (INCOSE) is

an international professional society forsystems engineers whose mission is tofoster the definition, understanding, andpractice of world class systemsengineering in industry, academia, andgovernment. www.incose.org

Society forCostEstimating

and Analysis (SCEA) A Non-ProfitOrganization dedicated to improving costestimating and analysis in government andindustry and enhancing the professionalcompetence and achievements of itsmembers. www.sceaonline.net

Official Publication:CIO Decisions isthe first and only

magazine focused on aligning IT andbusiness in the midmarket. Each monthlyissue brings you insight and analysis fromleading midmarket firms including what'sworking and what's not for today's ITleaders. Apply for your free subscriptiononline today!www.ciodecisions.com/events

2006 PROJECT RISK SYMPOSIUM PARTNERS

The PMI Risk Management SIG offers forums for theprofessional exchange of ideas on a myriad of topicsrelated to the management of risks in projects.

Experts and practitioners from Public and Private sectors share their knowledge andexperience. The Risk Management SIG will help you gain valuable new perspectivesfor implementing risk management in your projects. Professional interchange withexperts from various industries will broaden your view of risk management and serveto improve your management of projects. www.risksig.com

Supported By:

About PMI Risk Management SIG

Sponsored By:Strategic Thought Group is the author ofActive Risk Manager (ARM) which is theworld's leading web-based, enterprise risk

management system. ARM is designed to track and effectively manage risks andopportunities across projects and organizations. The application reflects riskmanagement best practices including the PMBOK/US ANSI standard and helpsorganizations improve risk management capability and maturity levels. ARM's goal issimple: to provide a best-of-breed risk management system that is quick to rollout,easy to use, contains all the capabilities that an organization needs to accomplish itsrisk management objectives, and integrates into other tools such as Telelogic DOORS,Primavera, Microsoft Project and Microsoft Excel.

SPEAK, SPONSOR, EXHIBIT, and NETWORK…CUSTOM-TAILORED MARKETING SOLUTIONS

As a business to business professional, you recognize how challenging it is to navigatethrough to the actual decision-maker. Our premium priced events attract attendance by toplevel professionals across industries across functions.

IIR prides itself on delivering the highest quality content, focusing on business strategy,market share and brand performance.

We guarantee:

1) Custom designed packages to match your budget and marketing objectives

2) Face-to-face interaction and networking with top decision makers in a low pressureenvironment

3) Opportunities to demonstrate your expertise through non-commercial presentations

4) Extensive brand exposure through promotion of your company within an extensiveintegrated marketing campaign

5) Positioning above your competition

6) Strategically designed exhibit areas for optimum traffic

7) Access to post-conference feedback

Our attendees seek your products and services.

Together we can provide them with a one-stop-shop for all their marketing and businessneeds. Contact Jean Dugan, Business Development Manager at 212-661-3500 x 3127 [email protected] reserve your spot today.

Produced ByInstitute for International Research (IIR), the world’s largest business conference organization, has offices in 32 major cities around the globe including New York,London, Paris, Frankfurt, Milan, Stockholm, Amsterdam, Hong Kong and Sydney. IIR’s conferences address the areas of finance, marketing, insurance, pharmaceutical,

manufacturing, and information technology. Since 1989, IIR's Marketing Division has provided solution-based expertise delivered by the field's leading names.

EARN PDU CREDITSInstitute for International Research (IIR)is a Project Management Institute (PMI®) RegisteredEducation Provider (R.E.P.). IIR is committed to enhancing the ongoing professionaldevelopment of PMI Members, PMI-certified Project Management Professionals (PMP®) andother project management stakeholders through appropriate project management learning

activities and products. As a PMI R.E.P., Institute for International Research has agreed to abide by PMI-establishedoperational and educational criteria, and is subject to random audits for quality assurance purposes.

PMP’s certified by the Project Management Institute (PMI) are eligible to receive up to 31 credits total for thisconference. Attendees will need to retain the necessary supportive documentation for this type of activity asspecified in the PMP Handbook and submit their credit application directly to PMI.

IIR has been reviewed and approved as a provider of project management training by the Project ManagementInstitute (PMI) As a PMI Registered Education Provider (R.E.P.), IIR has agreed to abide by PMI established qualityassurance criteria.

5




Symposium Symposium


Over Lessons Discovered But Seldom Learned or Why Am I Doing This If No One Listens?

Over the last four decades, all kinds of program developers, risk management practitioners and otherforward-thinking types have prepared “Lessons Learned” reports and briefings on individual programs.Such “Lessons Learned” reports (or risk identification checklists) have been accomplished on all types ofgovernment programs, operations and activities; commercial programs, individual programs and justabout everything else. Unfortunately, little use has been made of this valuable data source other thanthrough the experience of personnel who have moved from one program to another. There are someshining examples but, on the whole, very few people seem interested in learning from “Lessons Learned”(or failure data). It is obvious from the repetitive nature of problems that most programs do not takeadvantage of “Lessons Learned” from prior programs. Based on the statistics of successful versusunsuccessful programs over the past four decades, I believe that we should call these LessonsDiscovered…and Rediscovered…and Rediscovered…ad infinitum.

• An overview of numerous unsuccessful programs in several areas (aerospace, industrial, IT, structural,vehicles, etc.) and why they were unsuccessful

• Detailed sessions on several major failures and interactive discussions on major decision points andwhy wrong choices were made

• Workshop on use of Lessons Discovered and Failure Data in risk management and programmanagement

• Discussions on why learning from history is so rare and some suggestions on what you can do toimprove the average.

Over the past 30+ years, David has accomplished Systems Engineering and Risk Management servicesfor numerous Department of Defense, NASA and commercial programs and projects. These servicesincluded developing methodologies for and implementing Systems Management and Risk Managementprocesses to various types of programs, establishing Assessment and Prioritization models and Plans forcomplex programs and accomplishing assessments.

David C. Hall, Principal Engineer, SRS TECHNOLOGIES

8:15 Assembly Chair’s Opening Remarks

Tom Kendrick, Hewlett-Packard Co.

8:30 The Importance Of Measuring The Impact Of RisksA tale of two projects: The Panama Canal and the Birth of Project and Risk

ManagementThe construction of the Panama Canal nearly 100 years ago was the most risky, high-techproject of its day. Much of the engineering required was developed for the project. Theconstruction was breathtakingly expensive—until the late twentieth century the Panama Canalrepresented the single largest project investment in modern times. Stretching over severaldecades and requiring a series of project leaders, the construction effort and other contemporaryprojects represented the birth of modern project management.

• Attendees will have an appreciation for the history of project management and the trulyspectacular accomplishments of those who used it to complete the Panama Canal

• Attendees will see the value of project risk management• Attendees will be able to apply the lessons of these contrasting projects to improve their own

projects

Tom Kendrick, Program Manager, HEWLETT-PACKARD CO.

9:30 Project Kick-off Risk Analysis Sessions – How to get your team involved in theprocessThis session will show you a technique to successfully integrate your project team and involvethem in the risk analysis portion of the project charter. The interactive exercise will show youhow to examine risk, rate it, determine it’s impact to the project, and agree on how to approach itas a group.

Key Deliverables:

• Learn a new and interesting way to address risks in your project• Involve your whole team in risk analysis• Make assessing your project risks interactive• Reduce the misunderstandings of the risks in the project• It’s not enough to know what the risks in a projects are, you need to know what you’re going

to do about them!

Ray Blake, IS Project Manager, PETCO ANIMAL SUPPLIES

10:15 Networking Break

10:45 Go or Kill? Power, Politics and Fear in Project Risk ManagementIn most projects that fail there is abundant evidence in advance that the project is in trouble.However this evidence tends to be ignored, even when individual project team members try towarn the organization. Critical risk intelligence bypasses or is minimized, flying under the mostsophisticated risk radars. Organizations end up not recognizing the early signs of failure until it istoo late. Ignoring the grapevine, external and internal power and politics surrounding your projectcan be hazardous to your project’s health This presentation will address real life cases,techniques and reminders that will help transform early warning signs of project trouble intoeffective risk response strategies.

Pedro Ribeiro, MBA, PMP, OWNER STRATECH/THE PROJECT OFFICE

Decisions are always based on an assessment of the risk for the decision producing the desired outcome.These assessments are sometimes quantified by statistically processing all the available information.Sometimes they are merely qualitative via subjective or heuristic assessments. Most often however, theyare produced by a combination of the quantitative statistical processing of some of the more easily usabledata with the qualitative assessments (assumptions).

Good quantitative assessments using all of the available information and data, without the use of anyassumptions, always enable the best decisions. Such assessments are rarely used because of aperception that either the statistical assessment is impossible, or else extremely difficult.

Bayesian methods form the statistical assessment foundational for Decision Theory, and are surprisinglyeasy using recent numerical methods on the average office desktop or laptop computer. Theseapproaches for risk assessments allow the use of normal event data, as well as censored and truncateddata that usually stymie classical statistical recipes. Bayesian methods also allow the decision maker toapply non-informative models to replace the use of conservative assumptions that compound tounreasonably worsen the risk assessment.

This workshop will present the theory and a variety of real decision examples considered impossible tosolve without the methods being presented, yet are solved easily enabling quick and effective decisionmaking.

What the Audience will Gain:

This presentation will enable project managers, systems engineers, risk managers, and engineers andscientists to use all possible sources of information in their risk assessments, and then make betterdecisions based on these quantitative assessments. A CD will be provided with all the materialspresented including the worked out examples from the workshop (including codes used plus additionalexamples), an easy to use statistical processing package for desktop or laptop, references, and an e-bookon the theory.

Mark A. Powell, Adjunct Professor, Systems Engineering, STEVENS INSTITUTE OF TECHNOLOGY

Monday May 22, 2006 All Pre Conference Workshops 8:30AM - 4:30PM Luncheon at 12:15

Tuesday May 23, 2006 Pre Conference Assemblies

Better Project Decisions through Better Risk AssessmentA Why Am I Doing This If No One Listens? -

Learn The Best Practices to Take Advantage ofLessons Learned from Prior Programs

B

11:30 Risk Management in Clinical Drug Development Projects: Challenges and Impactof a Common ApproachA case study of AstraZeneca experience managing risks in a pharmaceutical R&D environment,with a focus on risk management in clinical development. Presentation will include assessmentsof two key projects and how risk management activities impacted each project, as well asexperience developing and implementing a standard risk management approach across allclinical projects.

Key topics will include:

• How formal risk management impacted outcomes of projects and key business decisions• Measuring business impact of risk management conducted at an individual project level• Operational challenges of standardizing risk management on project teams

Shawn Martin, MBA, PMP, Clinical Project Manager, ASTRAZENECA PHARMACEUTICALS

12:15 Luncheon

1:30 How Cognitive Biases Affect Risk and Decision Analysis in ManagersObjective: Present to attendees how to recognize how cognitive biases affect the various riskresponses that are defined in the PMBOK Guide and suggest solutions to reduce the effects ofthe biases.

This presentation examines the results of on-going research into cognitive bias, including recentstudies at Baylor University and California Institute of Technology where functional magneticresonance imaging (fMRI) has been used to examine the functioning of the human brain whendecisions are being made.

• Types of biases that affect the managerial decision making processes• Tools that will help to mitigate the effect of biases on managerial decisions• Interrelationship of cognitive biases and the risk management processWays to frame a problem that increase the probability that a person will accept an uncertainty oraccept a sure choice

Michael N. Wakshull, Sr. Project Manager, AMGEN INC

2:15 Recognizing Risk Systems - How They Have Such Big Effects On Your ProjectsTo explain why practitioners should be interested not just in individual risks in a risk-register buthow they're related, and to give some practical methods for capturing and understanding suchrisks.

Following the detailed analysis of a number of projects, many of which "ran away", lessons havebeen drawn about how complex projects behave. Explanations use models that show systemiceffects within the projects - effects that derive not from individual parts of the project but fromtheir interactions, causing projects to behave in a way that is difficult to predict, sometimescounter-intuitive.

This means that when we capture risk, looking at the individual risks, or individual effects on aproject, does not recognize the possibility of the project "running away" as these risks combineand produce feedback - particularly if we do not include the important effects caused bymanagers reacting to the project status (which most risk analyses forget). And concentration on"engineering" risks will often neglect more important "softer" risks.

This presentation will explain why it is important to recognize risk systems, and show how theycan have such a big effect on projects.

Terry Williams PhD, PMP, Professor of Management Science, SOUTHAMPTON UNIVERSITY


Metrics, Methods & Measures to Increase the Value of Project Risk Management Practices1

~ OR ~

Select any session from Assembly One or Two!

6




3:30 Lessons Learned – Face Your Risks With Confidence“How Wideman, Hillson, Hulett, Bosler and some others can help you sleep at night!”The presentation is a review of the best ideas to come from the top six (or more) livingpractitioners of project risk management (Hulett, Roberts, Wideman, Hillson, Bosler, Chapman) inthe past couple of decades (over the life of PMI...). The concept behind this presentation is theseideas have helped Project Managers understand the risks we face in our projects and to facethem confident in our abilities to handle them BECAUSE of the ground breaking work of thesebright thinkers.

This presentation is not just a collection of best practices from the masters but an insightful lookat their contributions to the field of project risk management. Each has added innovativequalitative and/or quantitative tools that are the common work instruments of thousands of riskpractitioners today. It is because of these heroes that I and my fellow risk practitioners can sleepwell at night even when facing multi-million dollar risks!

Patrick A. Warner, Project Management Office, e-Health Solutions Unit, FIRST NATIONS ANDINUIT HEALTH BRANCH, HEALTH CANADA

4:15 Failure Risk Analysis (FRA) – Develop a systematic method for processes toidentify and minimize potential failure risks of objects and components, andprocesses, and their effects on the customer.FRA is a Team Oriented Problem Solving (TOPS), method, aimed at minimizing dissatisfaction,and financial loss. FRA is applied during the planning stages of a process, and then updated on aregular basis to document changes. It addresses negative quality and is primarily concerned withpotential events, that can make a disassembly process, or the harvested components fail.Ranky's approach is component-oriented, meaning that as we virtually (or physically)disassembly the product / process or service into objects, and then the FRA Team focuses oneach object and then component.

FRA is an iterative technique that promotes systematic engineering thinking when a new processand/or product or system is developed. The focus is on:

• What could go wrong with the product or the processes involved? • How badly might it go wrong? • What needs to be done to prevent failures?

Paul G Ranky, PhD, Full Tenured Professor, NEW JERSEY INSTITUTE OF TECHNOLOGY

8:15 Assembly Chair’s Opening RemarksTo chair this assembly please contact Jean Dugan at 212-661-3500 x 3127 [email protected].

8:30 Program and Project Sponsor Management Through Better Decision ManagementBusiness managers who sponsor programs and projects need progress reports in a better, moreunderstandable summarized view to make the appropriate decisions they need to as the funderof programs and projects. The normal or traditional techniques to manage program and projectrisks leave something to be desired by the business sponsors. These normal or traditionaltechniques force business managers to have a learning curve with the terminology andtechniques rather than leveraging what business managers know how to do in managing theiroperations. In this presentation, Mr. Schwarz will glean the simple techniques employed by NJMInsurance Group to aid their program and project managers in getting business sponsor buy-inand involvement through decision management rather risk management and triple constraint(i.e., scope, time, costs, quality, and customer satisfaction) monitoring.

What will the audience gain:

• Connection between decision making, risks and milestones • Simplified dashboard example for sponsor's to act upon • Understanding of how NJM uses this concept to manage our vendors in addition to traditional

vendor management techniques • Basic understanding of what NJM is using to accomplish more buy-in and ownership of

program and project decisions by business units and support units

Steve Schwarz, Assistant Secretary, NJM INSURANCE GROUP

9:30 Integrating Earned Value and Risk ManagementIn 2004, the US National Defense Industrial Association (NDIA) and UK Association for ProjectManagement (APM) signed an agreement recognizing the equivalence between ANSI/EIA 748-98and the 2002 APM EVM Guide. As part of that agreement, the associations agreed to shareinformation to keep their standards aligned. At a time when both associations are activelyworking to understand and improve the integration/interface of EVM and Risk Management, thisworkshop, led by working group leaders from both sides of the Atlantic, will summarize theirrespective approaches and identify common themes as well as differences in their approaches.Participants will have an opportunity to contribute their ideas to the continuing evolution of trulyintegrated program management systems.

Key Deliverables:

• Review evolving DoD and OMB requirements for addressing risk and earned valuerequirements

• Outline NDIA Integration vis APM Interface approach to bringing Risk/EV Management together• Show examples of US and UK implementations• Demonstrate Risk Indexes utilized with EV indexes to manage programs

John Driessnack, CCE/A, PMP, Director, Program & Technical Assessment, MCR, LLCVal Jonas, Managing Director, RISK DECISIONS LTD


10:45 Case Study: PMO Risk Management Introducing Risk Management practices to an immature organizationOur PMO is a service organization that cannot mandate project practices. Instead we have toinfluence and convince Project Sponsors and Teams that Risk Management is of value to theproject. We’ve used a variety of approaches to successfully integrate Risk Management intoprojects. Documenting specific situations where Risk Management brought measurable value toa project will help us build a strong case in support of Risk Management.

During this session you will build the case for Risk Management and learn new Techniques andTemplates for:

• Getting Buy-in from Sponsor and Team• Covert Risk Management• Simple Risk Management• Formal Risk Assessment

Carol Bobbe, PMP, Senior Manager, Project Services, TRANSUNION LLC

11:30 Using Risk Management To Add Value To Your Entire EnterpriseEnterprise Risk Evaluation Criteria: Thinking Outside theCost/Schedule/Technical Paradigm. Objective of the presentation would be to share with the audience our current experience withimplementing risk management for a government enterprise.

A risk that has significant impact to a project may not be significant to the enterprise. If what isdesired is a prioritized risk list from an enterprise perspective, you may not achieve this if riskimpact is measured against value criteria for projects (i.e., the traditional cost/schedule/technicalimpacts). It is likely that each project has its own interpretation of budgets, deadlines andrequirements, so that risks cannot be meaningfully compared across the enterprise, from one

project to another.

Key Deliverables:

• To view cost/schedule/technical impacts of a risk as “value” criteria• When faced with the challenge of enterprise risk management, to question whether the

traditional cost/schedule/technical impact paradigm is relevant • To explore other “value” criteria that are meaningful to the enterprise• To develop enterprise tools that will allow for tailored risk impact evaluation

Josephine Sterling, Lead Business and Economic Analyst, THE MITRE CORPORATION

12:15 Luncheon

1:30 Assurance Management: Innovations in Risk Management Risk Management is crucial to steering the success of Projects/Program/Portfolio and ultimatelyfor the growth of the enterprise. Risks are inherent in every project and our experiences showthat more than 60% projects show schedule and cost overruns.

Based on continuous innovation and application of risk management techniques acrossorganizations, Mr. Rao has put together a more evolved approach termed as AssuranceManagement. This adds further to the current maturity levels of Risk Management practices andprocesses. Assurance Management encourages the mindset of identifying and expanding theopportunity spaces, and in most cases, achieving Risk mitigation as a by-product. This is aradical thought process that compliments and supplements the current best practices in RiskManagement. The presentation concludes that complimenting Risk Management with AssuranceManagement is a cheaper and faster way to achieve Risk mitigation. This methodology presentsa means to seamlessly translate the best practices and lessons learnt to achieve Customersatisfaction and Stakeholder’s delight.

Mr. Madhavan S RaoAssistant Vice President, SATYAM COMPUTER SERVICES PVT. LIMITED. INDIAFounder Vice-President, PMIPCC HYDERABAD CHAPTER, INDIA.Director, PMI BANGALORE CHAPTER, INDIA

2:15 Process Improvement Techniques To Improve Your Risk Management Programs If you are interested in speaking during this session, please contact Jean Dugan at 212-661-3500 x 3127 or [email protected].


3:30 Case Study: "911, what's your emergency?" – A Formal, Integrated, RiskManagement on the Emergency Communications Transformation Program(ECTP) for the City of New YorkThe Objective of this presentation is to highlight the development, implementation, and supportof formal, program-wide, integrated risk management on a multi-year public safety program forthe City of New York and demonstrate the use of innovative risk management tools.

This presentation will explore the challenges, pitfalls and opportunities associated withimplementing a formal risk management plan at both the program and project level for a multi-year, mission-critical 911 public safety project for the City of New York involving NYPD, NYFD,various City agencies and a plethora of commercial vendors and subcontractors.

• How HP developed a streamlined and formalized approach to risk management.• Integration of Risk Management activities across multiple component projects and tying

component project risk management to program objectives.• Use of innovative tools to capture, streamline, standardize and manage risk across a program.• Implementing risk management on projects with multiple vendors, including public and private

sector stakeholders who have varying degrees of experience with risk management.• The importance and responsibilities of an Integrated Risk Manager position as part of the

program PMO.

Jason Eddinger, PMP, ECTP Integrated Risk Manager, HP SYSTEMS INTEGRATION OFFICE, NYCDOITTJerry Molnar, PMP, Program Director, ECTP, HEWLETT-PACKARD

4:15 Developing a Corporate Risk Management ProcessThis presentation will cover Intel’s successful approach to developing a formal Risk Managementprocess across our product development teams.

Key Takeaways :

1. How Intel organized the effort in order to develop and deploy a standard risk methodology2. Elements of Intel’s Risk Management Process: what we felt was important to standardize on

and how we took all the risk information available in the industry and boiled it down to aprocess for Intel that was both prescriptive and flexible.

3. Process from start to finish, and how long it took 4. Lessons Learned: deployment and achieving buy-in

Esteri Hinman, PMP, Mobility Group Project Controls Manager, Corporate Platform Office,INTEL CORPORATIONKerry Sama Rubio, Global Risk Manager, Corporate Platform Office, INTEL CORPORATION

Risk Management Practices Throughout Your Entire Enterprise2~ OR ~

7




Symposium Symposium


8:15Chairperson’s Opening RemarksCharles Bosler,Chairman of PMI Risk SIG

8:30Keynote - Navigating the Age of Risk ManagementToday’s managers face a wide range of risks as they move through the variousstages of projects. Several key concepts emerge as important themes,including uncertainty, which results from lack of perfect knowledge andinability to perfectly predict the future, and variability, which arises from realdifferences that matter. With an increasingly competitive and challengingenvironment, managers need to use a number of tools and take advantage oflessons learned by others.Key Deliverables:• Learn about the “Age of Risk Management”• Understand the fundamentally different ramifications of uncertainty and

variability in the context of decision making• Develop insights about creating incentives for effective project management

Kimberly Thompson, Associate Professor of Risk Analysis andDecision Science, HARVARD SCHOOL OF PUBLIC HEALTH, MITSLOAN SCHOOL OF MANAGEMENT, Author, Risk in Perspective

9:30Best Practices: Into Thin Air – Understanding Riskand Leadership in the C-SuiteAt the executive level of project management, the fundamentals change from atask oriented basis, to leadership and risk mitigation. We must look at thedifference between task risk factors and strategic risks within projects andorganizations.During the seminar we will explore this intrinsic change using examplesderived from projects in major organizations within US companies. Individualsattending this seminar should come away with:• A clear understanding of risk issues between the executive level and the

project level• A way of helping their senior leadership focus on these issues• Understanding why these issues are important to the strategic health of the

organization

Judy Balaban, Director - Project Management Office, DOW JONES& COMPANY


11:00Post Disaster Rebuild Methodology & TrainingProjectProject Management Institute (PMI®), the leading global advocate for theproject management profession, responded to the Tsunami disaster with amonetary donation. However, more importantly, PMI, through the GlobalOperations Center (GOC) staff, along with PMI’s IDSIG collaborated to develop aproject management methodology for post-disaster rebuild projects and anassociated train-the-trainer course. An all-volunteer international virtual teamdeveloped the methodology and the training. The documentation will belicensed at no cost for use by qualifying relief agencies and any PMIorganization or education provider that will provide training to the agencies orthat will provide project management services using the methodology at nocost.Kay M. Fleischer, is the current Chair of the IDSIG. In addition to her consultingwork with private and public sector entities in the City of Chicago, Kay hasspent six years living and working in Turkey, Egypt, Iran, and Kosovo,Yugoslavia. She has also served as an Electoral Supervisor for the Organizationof Security and Cooperation in Europe (OSCE) and the UN in Bosnia andHerzegovina, Bulgaria, Kosovo, Russia, Ukraine ad Kazakhstan.

Kay M. Fleischer, MBA, PMP, President, FRYKLUND GROUP, INC.,President, PMI CHICAGOLAND CHAPTER, Chair, INTERNATIONALDEVELOPMENT SIG

12:00 Lunch

Wednesday May 24, 2006 Main Conference Day One

1:15Featured Case Study: Worldwide Project RiskManagement This presentation will focus on risk management in a large worldwide project -The Agbami Project at ChevronKey Deliverables Include An Overview Of:• The Agbami Project• Chevron’s Global Approach To Risk Management• The Successes & The Challenges Working With Teams From Around The

WorldRich Farley, DW Risk Management Coordinator, Nigeria/Mid-Africa SBU,CHEVRON INTERNATIONAL EXPLORATION AND DEVELOPMENT

2:00Panel – The Role Project Managers play vs. aBusiness Analyst in Project Risk ManagementThis interactive panel will focus on the link between Business Analysts andProject Managers in regards to project Risk management. How do you create amore efficient relationship between BAs & PMs to improve risk managementpractices? Can one person play the role of a BA and PM? What challengesarise?Our panel will answer these pressing questions as well as questions directlyfrom our audience. Attendees are also encouraged to come prepared withquestions tailored towards your specific organizational challenges.

Carol Bobbe, PMP, Senior Manager, Project Services PMO,TRANSUNION LLCMore TBA!If you are interested in speaking or moderating during this panel, pleasecontact Jean Dugan at 212-661-3500 x 3127 or [email protected].


3:30A Case Study: Enterprise Risk ManagementDeployment - Organizational Threats andOpportunitiesEnterprise level Risk Management holds great promise, but achieving thisrequires the hard work of organizations and individuals. Selecting a tool is justthe first step in the process and the first area that risks should be identifiedand assessed. The remaining steps of Tech Demo, Pilot, Full Deployment, andRefinement each have their own challenges, threats, and opportunities. Thispaper will address some of the threats and opportunities encountered duringthe process of deployment in a large scale Aerospace and Defenseenvironment. Lessons learned will also be shared along with some requestedtool functions that may streamline the deployment and support efforts.

William L. McMullen, Senior Principal Systems Engineer withHonors, RAYTHEON NETWORK CENTRIC SYSTEMS

4:30Closing Featured Presentation – Managing Risk inInnovative EnvironmentsWhile product development in innovative markets presents a unique set ofchallenges, the rate of project success is greatly improved when project andcorporate strategy are aligned. To improve alignment, companies can evaluateprojects through the lens of the business model: projects with completebusiness models get the green light while those without are terminated.This presentation demonstrates that, by managing projects from a businessmodel perspective, project risk can be mitigated and portfolio managementenhanced. The presentation will focus on evidence from the biopharmaceuticalindustry but is broadly applicable to many forms of new product development.Topics covered:• Escalating risk in new product development• Milestones: the thrill of victory and the agony of defeat• Project management maturity: how it can help your organization (and how to

avoid its unintended consequences)• Marrying risk management and strategy: using business models to make

project and portfolio decisions

Justin Reginato, Ph.D., P.E., Assistant Professor, EngineeringManagement & Civil Engineering School of Engineering andComputer Science, UNIVERSITY OF THE PACIFIC

Keynotes & Featured Presentations

OIL & GAS AEROSPACE &DEFENSE

SERVICE CONSTRUCTION SKILLS, TRENDS & TOOLS

8



8:30 Opening Presentation: Risk Management As A Consistent Means To MarginImprovementThis presentation would focus on both a structured methodology to assessing the risks anenterprise is willing to accept in its projects, as well as ongoing monitoring and reviewtechniques to ensure the project stays within acceptable risk tolerances.

Key Take Aways:

• The responsibility to establish the risk framework for the operating units to work within is themost important function a COO can perform

Thursday May 25, 2006 Main Conference Day Two

9:40 Track Chair’s Opening Remarks

Todd M. Boley, CPA, PMP,PROTIVITI & Paul Allen, Principal, DECISIONSTRATEGIES


Tom Vanderheiden, PMP, Chairof the PMI’s Aerospace &Defense SIG


Michele Reed, Chair of thePMI’s Service & OutsourcingSIG


Robert Gries, Chair of the PMI’sDesign-Procurement-Construction SIG

9:40 Track Chair’s Opening Remarks If you are interested in chairingthis track, please contact JeanDugan at 212-661-3500 x3127 or [email protected].

9:50 Neutralizing ProjectFinancing Risks- A GlobalPerspectiveThe presentation will identifysignificant non-recourseproject financing risks andaddress options to neutralizethem for a successful financialclosing.

Essential to structuring aproject finance package areidentification, analysis,mitigation, and allocation ofproject risks. Project risksendanger the project duringproject preparation, plantconstruction, and plantoperation. All risks are initiallyborn by project sponsors.However, project sponsorsenter into numerousguarantees and contractualarrangements to hedge risks.The practice of combiningvarious instruments forguarantees, borrowing, andmobilization of equity isreferred to as financialengineering and represents theheart of project finance.

Paul Allen, Principal, MajorProjects & Execution, DECISIONSTRATEGIES, INC.Hossein Razavi, Director ofFinance and Infrastructure atWORLD BANK, formerChief of the Oil & Gas Division– WORLD BANK,WASHINGTON, D.C.Author of “Financing EnergyProjects in EmergingEconomies”

9:50 Out-of-this-world ProjectRisk Management: TheCanadian Space AgencyExperienceSpace projects tackle arelatively new frontier forscience, technology andhumanity, but also provide avery fertile ground foradvancements in projectmanagement which can beused in other fields. Allproject managementknowledge areas are in use inspace projects, but riskmanagement has a particularplace in this domain. Sincespace is such an unforgivingworld, space projects are soexpensive, and space projectrisk management does nothave a large database, riskmanagement in this contextmust be very innovative,efficient, and integrated withhigher levels of activities in thesponsoring organization, andanalytical approaches must bebalanced with judgment andcontinuous learning.

This presentation will cover:

• The project riskmanagement infrastructureat the Canadian SpaceAgency

• How space project risks andrequired contingencies areevaluated

• The integration with spaceportfolio and corporate riskmanagement

• Typical space project risks• Similarities with earthly

projects • The Project Risk

Management way forwardas seen from Space

Serge Garon, Director of ProjectManagement, CANADIANSPACE AGENCY

9:50 Establishing a PositiveRisk Culture Starts at theTop – Getting EveryoneInvolved In RiskManagementShare the methods andbehaviors used to implementand foster a positive riskmanagement environment for amobile platform team at Intel.

• Program managers need toarticulate and exhibitpositive risk behaviors bymaking it a priority in regularmeetings and statusreviews.

• Indicators and Metrics arepowerful tools in enforcingpositive behaviors on aregular basis.

• Roles and responsibilities ofprogram managers, riskmanagers, and teammembers in an effective riskmanagement environment

• Persistence pays -Incremental effortaccumulates when teachinga team the right riskbehaviors

Allison Goodman, PMP, MobilityPlatform Analyst, ProjectControls- Mobile PlatformProgram Office, INTELCORPORATIONEsteri Hinman, PMP, MobilityGroup Project ControlsManager, Corporate PlatformOffice, INTEL CORPORATION

9:50 Manage Risk Better withLean Project Delivery andRelational ContractsFirst, decide to define, design,and build your project using acomprehensive application ofLean principles gleaned fromthe likes of Toyota, GeneralElectric, General Motors andothers to reduce waste,shorten the schedule, andincrease the value of thedelivered project from theOwner’s perspective. Next,select the project teammembers and set expectationsfor their scope of work andcollaborative approach withone agreement for all projectparties using a relational formof agreement. Albert Einsteindefined insanity as “Doing thesame thing over and overexpecting a different result.”We’ll share how one ownermanages risk differently withpositive results to date on a $6Billion health care constructionprogram.


• Defining and designing yourproject with Lean principles

• Forming your project team touse Lean

• Stripping the risk fromconventional contracts

• How risk is reduced onprojects using Leanprinciples

George Zettel, Project Director,TURNER CONSTRUCTIONCOMPANYWilliam A. Lichtig, Attorney,MCDONOUGH HOLLAND &ALLEN PC

9:50 What We Have Here is aFailure to CommunicateThis session is intended tospark discussion on lack of or(or deliberate ignoring of)communication of riskinformation.


• How to determine majordecision points and identifyreasons for potential failures

• How to increasecommunication of riskinformation during projects

• The benefits of knowledgecapturing through a learningapproach

David C. Hall, PrincipalEngineer, SRS TECHNOLOGIES

10:45 Networking Break 10:45 Networking Break 10:45 Networking Break 10:45 Networking Break 10:45 Networking Break

11:15 Simulating GlobalContracts and WorkProcesses for MoreEffective O&G Projectsand Risk Mitigation atChevronEven with the advancements intools and methods for project

11:15 Accurate Metrics for RiskyProjects

11:15 Managing From ADistance Can Be A RiskyProposition!This session will discuss thechallenges and risks involvedin managing a multi-country/cultural global projectteam and the impact distance

11:15 Containing Project Riskswith Value ManagementProcessesConstruction Industry Institute-sponsored research hasidentified 44 different ValueManagement Processes forbeneficial application on capital

11:15 Active Risk ManagerOverview: Consolidationof Risk ManagementInformation to SupportEffective BusinessDecision-MakingUnderstanding the big picturein terms of an organization's

• Successful organizations accept projects that have a clear connection to the establishedcorporate strategy

• Risk management is generally about a willingness to invest in discipline, think long term, andexecute against a plan

• Creating a risk scoring system that is coupled with a risk cap associated with deliverycapabilities is the first measure to understanding both risk acceptance and risk mitigation

• Risk management is more effective and produces higher margins when senior managementfocuses attention on portfolio management

Ron Salluzzo, Chief Risk Officer, BEARINGPOINT

Concurrent Sessions

Featured Presentations & Break Out Sessions

OIL & GAS AEROSPACE & DEFENSE SERVICE CONSTRUCTION SKILLS, TRENDS & TOOLS

9




Symposium Symposium


1:15 Linking Oil & GasProjects to Enterprise Risk

If you are interested inspeaking during this session,please contact Jean Dugan at212-661-3500 x 3127 [email protected].

1:15 Risk Analysis And CostManagement (RACM) - AUnique BudgetManagement ProcessThe RACM process is simpleand is based on the fact that toproperly manage a budget,management must have thefollowing capabilities:

• Accurately estimate budgetrequirements at the desiredoperational Probability ofSuccess (Ps) managementprefers.

• Distribute and manage thebudget consistent with thetotal Probability of Success(Ps).

This session will cover:

• Arithmetic summing resultsin significantly more budgetthan is required

• Maintaining only 10%reserves can causeoverruns. Maybe thereserves should be 30%.

• Not knowing the Probabilityof Success (Ps) of eachelement in the WBS willmost likely result inoverruns.

Creaghe Gordon, Retired SeniorCost Manager, LOCKHEEDMARTIN, COO, GLOBALENTERPRISE SOLUTIONS

1:15 Current EventsPresentation: ContingencyPlanning CorporatePandemic PreparednessThe objective of thepresentation is to create anunderstanding of what apandemic is, the impact of apandemic event and show theways a company couldmitigate those impacts throughplanning and preparation.

The presentation will explainthe backgroud and History ofPandemic Events: What theyare, How they happen, Howthey spread, And how theyevolve, including specifichistorical examples. Terry willcover the Current Threat Level,World Health Organizationestimates, Center for DiseaseControl predictions and worstcase scenarios. Also onceplanning is underway, WHOplans, the United States planand how to plan at the statelevel.

You will learn CorporatePreparedness and RiskMitigation Strategies:

Terry C. Murphy, Senior RiskAssessment Analyst, CHICAGOBOARD OF TRADE

1:15 Applying Lessons Learnedin Risk Management fromthe Financial ServicesIndustry to theEngineering andConstruction FirmFinancial services firms haveled innovation andimplementation in improvedbusiness risk management.Early organizational effortsfocused on trading marketrisks followed by credit lendingand counterparty risks – theprimary objective being to linkthe concepts of risk andeconomic capital.

The Engineering andConstruction firm takes onsignificant levels of similarfinancial, credit, contractual,and operational risks. Thispresentation examines thepractices of risk managementand the lessons learned in theFinancial Services Industry toidentify and apply them to theEngineering and Constructionfirm.

Todd M. Boley, CPA, PMP,PROTIVITI

1:15 Conversion andImplementation of aMulti-Site Integrated RiskManagement SoftwareSystemThis presentation addressesthe implementation of a riskmanagement software systemthat is used in a multi-siteintegrated risk managementenvironment. Program riskswere previously controlled in aRisk Management (RM)software system that becameunusable for the program’s RMteam.

This paper includes the lessonslearned from the conversionfrom the original, andimplementation of the new, RMsoftware system.

Key Deliverables:

• Conversion from one RMsoftware system to another.

• Implementing a new RMsoftware system.

• Integrating the projectschedule into the new RMsoftware system.

• Conversion from a one-tierto a three-tier scoringapproach.

Linda F. Scott, Risk Manager,John S. Bowers, ProgramEngineer,Cathy S. Gamblin, Scheduler,SANDIA NATIONALLABORATORIES

12:00 Lunch 12:00 Lunch 12:00 Lunch 12:00 Lunch 12:00 Lunch

management, projects continueto be delivered late, overbudget, and with less thandesired quality. Why theproblem? People work as hardas they can. But, byoverlapping highlyinterdependent tasks, projectsgenerate huge–and largelyunanticipated–volumes ofcoordination and reworkoverhead that overwhelm eventhe most dedicated projectorganizations. Thiscoordination and rework ishidden effort: it is not planned,tracked, managed or evenacknowledged except by theoverworked staff.

Gerry Sepe, CEO & RussellCusimano, Senior Consultant,EPMPresenter, TBA, CHEVRON


and different cultures have onthe project. A mini case studywill be presented and thenparticipants will have theopportunity to identify how theywould manage some of theunique projectchallenges/risks.

• Challenges of differentlanguages, culture and travelon project tasks

• Dynamic entrepreneurialenvironment

• Young inexperienced workforce tackling numerousassignments

• Managers in “stretch”positions providing projectdirection

• Learn about the impact ofsome of the decisions andwhat happens when scopecreep comes alive

Patricia McMahon, SeniorProject Manager, HARTFORDTECHNOLOGY SERVICESCOMPANY

projects. Many of theseprocesses can be effective incontaining or managing projectrisks and thus should beconsidered as supplements toconventional risk managementprocesses.

James T. O'Connor, P.E., Ph.D.C.T. Wells Professor of ProjectManagement and Professor ofCivil and ArchitecturalEngineering, UNIVERSITY OFTEXAS AT AUSTIN

full risk exposure has neverbeen more important in today'scompetitive markets. Applyingrisk management on a projector program is a start, but howdo you bring this informationtogether when faced with aportfolio of projects in a waythat is useful for all thestakeholders? Developingsynergy between people,business processes and therisk tool is the key tosuccessful risk consolidation.Using industry examples, thisdemonstration will highlightsome of the key considerationswhich must be addressed earlyduring the alignment of the riskprocess to businessrequirements if consolidation isto be successful.

Karl Davey, Head of Risk,STRATEGIC THOUGHT GROUP

2:00 Expert Panel DiscussionTopic 1: Mitigating ProjectDevelopment, Finance,and Contractual RisksThe panel will respond toquestions regarding theirexperience in mitigating projectrisks in non-recourse andlimited-recourse projectfinancings. Significantconcerns may include:geographic risks associatedwith the project location,deficiencies in institutional andorganizational structures, lackof clear and transparentlegislative and regulatorysystems, and economic andpolitical uncertainty. These and

2:00 Case Study: AirportConcession InvestmentRisksWorldwide experiencesindicate that finance andoperation of internationaltransportation infrastructurehubs require large up-frontprivate capital investments.Airport concessions becomehighly complex due tooperational risks and theinterdependence withgovernmental policies andregulations. The fairly lowcredit rating of many Asia-Pacific countries makes theviability and refinancing evenmore difficult.

2:00 Mitigating Risks


2:00 The development of acomprehensive RiskManagement Policy andPlanFailure to recognize thecompany’s exposure to theviolation of an OSHA Regulationleads to the development of acomprehensive RiskManagement Policy and Plan,and how that comprehensiveplan protected the companyfrom risk exposure on futureprojects. Two case studies willbe presented.

1. Risk Identification: Failureleads to an OSHA Finea.Project; Airport Demolitionb.Company Role

2:00 Mitigating Risk in Projectsby enhancing RISKMANAGER Skills in theteamRisk Managers need skillsassociated with telling thestory behind the project andconcisely articulately andshowing the thinking behindthe risk plan. They need skillsin leading other to understandrisk. They need generalcoaching skills to build the riskthinking in the entire team.

• In your programs do the riskmanagers have these manyskills?

• Can they articulate thecomplexity in the program in

OIL & GAS AEROSPACE & DEFENSE SERVICE CONSTRUCTION SKILLS, TRENDS & TOOLS

10




3:15 Expert Panel DiscussionTopic 2: Taking anEnterprise Perspective toMitigating Capital ProjectRisks Capital projects may befinanced using many differentapproaches, includingcorporate debt, projectfinancing, joint venture equity,etc. Leading companies areincreasingly taking a broader,more enterprise perspective tomitigate capital project risks.The panel will respond toquestions regarding theinteraction of risk mitigationpractices for managing market,credit, operational, capital, andorganizational risks.

Panel Participants:

• John Mihn, Retired SeniorVP, CONOCOPHILLIPS

• Kathy Underhill, VP ofFinancial Risk and InternalAudit, ENCANACORPORATION

• Terry Welder, Manager, DowEnvironmental TechnologyBusiness & Representativeto the U.S BUSINESSCOUNSEL FORSUSTAINABLEDEVELOPMENT

• Paul Stenner, DirectorFinance & Development,KBR HALLIBURTON

• Clay Jones, Director ofProject Finance, SOCIETEGENERALE BANK

• Hossein Razavi, Director,WORLD BANK

• Gerry Sepe, CEO, EPM• Paul Allen, Principal,

DECISION STRATEGIES• Terrel LaRoche, Associate

Director, PROTIVITI • Clay Jones, Director of

Project Finance, SOCIETEGENERALE BANK

3:15 Effectivepartnering/collaboratingbetween DAU, DoD, andNASA with PMI and otherProfessional Associations -What is to be gainedDoD and NASA have issuednew policy and processrequirements on howproject/program managementis to be performed on varioussizes and complexities ofprojects and programs. Whatare some of the less thanadequate capabilities andmaturity in implementing thoserequirements? How can arelationship with PMI and otherprofessional organizations helpthem to gain access to needsspecific education and trainingand how will such relationshipat national and local levelsfacilitate a learningexperience? The presentationwill define some of the newDoD and NASA requirementsthat can be mapped toprofessional organizationprocesses and practices. It willalso define how thepartnering/collaborating mightbe initiated.

Tom Vanderheiden, PMP, ChairPMI’s Aerospace & Defense SIGChair, Member of theProgram/Portfolio ManagementStandards DevelopmentLeadership Team

3:15 Decision Making UsingQuantitative Risk AnalysisHave you been stopped byanalysis paralysis? Is yourmethod of decision makingsimilar to throwing darts? Thispresentation discussesmethods to analyzing risk tohelp reach a decision that canbe supported and justified.

This session will cover:

• Review of some real-lifesituations in which riskanalysis helped drivedecision making.

• Methods for risk analysis• Using risk analysis to

support decision making.

Brian P. Miller, MBA, PMP, Sr.Project Manager, CIBER, INC.

3:15 Determine CustomersRequirements,Communicate Risks AndManage CustomerExpectations

If you are interested inspeaking during this session,please contact Jean Dugan at212-661-3500 x 3127 [email protected]

3:15 A Quantum Approach ToEvaluating Project RiskThe purpose is presentation toacquaint participants with anovel approach to theevaluation of project plans.Using a tool derived from themodeling of tasks as waves,risk factors for key tasks canbe derived, characteristic ‘high’and ‘low’ risk plans can bequickly identified, andprobability assessments ofmilestone dates can bequantified.

A brief description of howquantum modeling is differentfrom classical methods is alsooffered, with examples of howit has been used successfullyseveral real projects.

Audience will gain thefollowing takeaways:

• Specific understanding of anew approach to projectplan evaluation

• An understanding of howthis new approach has beenused in real projects

• What must be done in orderto try this new approach,with least disruption toexisting practice.

Leif Hoglund, VP BusinessDevelopment, IBICO, INC

2:45 Networking Break 2:45 Networking Break 2:45 Networking Break 2:45 Networking Break 2:45 Networking Break

other risks may endanger theviability and sustainability ofthe project and investmentreturns.

Panel Participants:

• John Mihn, Retired SeniorVP, CONOCOPHILLIPS

• Kathy Underhill, VP ofFinancial Risk and InternalAudit, ENCANACORPORATION

• Terry Welder, Manager, DowEnvironmental TechnologyBusiness & Representativeto the U.S BUSINESSCOUNSEL FORSUSTAINABLEDEVELOPMENT

• Paul Stenner, DirectorFinance & Development,KBR HALLIBURTON


• Hossein Razavi, Director,WORLD BANK

• Gerry Sepe, CEO, EPM• Paul Allen, Principal,

DECISION STRATEGIES• Terrel LaRoche, Associate

Director, PROTIVITI RISKCONSULTING


Privatization of aviationinfrastructures has beenrecognized as a partial or fulltransaction process ofownership or operationmanagement because offinancial budget constraints orefficiency concerns ofgovernmental institutions.

Key Deliverables:

• The presentation willevaluate preferabledecision-making approachesfor optimal capital structurevaluation and payoff policyon airport concessioninvestments. The report willdistinguish between keydrivers of financial leverageto achieve sustainableprivatization performance.

• The following paper willidentify underlying airport-related risk profiles anddetermine transactionprinciples from the sponsors/ airlines perspective forproject finance of aviationinfrastructures such asrunways, terminals andcargo facilities. The scopewill reflect on aeronauticaland commercial operatingportfolios.

Dr. Stephan EIBL, CEO/Memberof the Management Board, CBPINTERNATIONAL

2:00 Mitigating Risks


c.Risk Exposured.Legal Decisionse.Lessons Learned

2. Risk Identification:Comprehensive RiskManagement Plan ProvesSuccessful.a.Risk Management Plan

Developmentb.Risk Identification and

Planningc.Risk Mitigationd.Lessons Learned

Brian W. Farmer, PMP, SeniorProject Manager, HDRENGINEERING

a logical story that links therisk plan to theassumptions?

• Are the designated riskmanagers coaching all teammembers in thinkingpractices that enhance thesuccess of the program?

• How are those managingrisks selected?

• How are they trained anddeveloped?

• How do you know they havethe skills?

This session explores newapproaches to providingimproved developmentopportunities to support higherlevel thinking skills inindividuals and with the entireproject team. It includes ideason measuring the impact ofthese skills.

MJ Hall, PhD, PMP, SeniorDirector, GAMBROUGH GROUP

11




Symposium Symposium


Five Easy Ways to Register

• FAX (941) 365-2507

% PHONE (888) 670-8200 or internationally at (941) 951-7885 h MAIL Customer Service - IIRNY

P.O. Box 3685, Boston, MA 02241-3685ok EMAIL [email protected] INTERNET www.iirusa.com/projectrisk

DATE: May 22- 25, 2006VENUE: Hyatt Regency Houston - Downtown

1200 Louisiana Street, Houston, TX 77002 Phone: 713 654 1234 * For General Information Only

PAYMENTS:Payment is due within 30 days of registering. If registering within 30 days of the event, payment is dueimmediately. Payments may be made by check, Visa, MasterCard, Discover, Diners Club or AmericanExpress. Please make all checks payable to the "Institute for International Research, Inc." and write thename of the delegate(s) on the face of the check, as well as our reference code: M1812. If payment hasnot been received prior to registration the morning of the conference a credit card hold will be required.

Discounts:PMI - If you are a member of the PMI you are entitled to a 15% discount off the standard & onsite rate.

INCOSE – If you are a member of INCOSE you are entitled to a 15% discount off the standard & onsiterate

SCEA - If you are a member of SCEA you are entitled to a 15% discount off the standard & onsite rate

Government Agencies - If you are from the a Federal, State or Local Government Agency you are entitledto a 30% discount off the standard & onsite-rate.

*Please note only one discount applies

GROUP DISCOUNTS AVAILABLE NOW!Group Discounts are Available - Send Your Whole Team! Contact Aloycia Bellillie at (212) 661-3500 ext. 3702

CANCELLATIONS:Should you be unable to attend for any reason, please inform IIR IN WRITING no later than 10 businessdays before the conference and a credit voucher for the full amount will be issued. If you prefer, a fullrefund less a $395 non-refundable deposit will be issued. No refunds or credits will be given forcancellations received after 10 business days before the conference.Substitutions of enrolled delegates may be made at any time. Please indicate upon registration whetheryou are eligible for a discount. No two discounts can be combined. If, for any reason, IIR decides tocancel this conference, IIR does not accept responsibility for covering airfare, hotel or other costsincurred by the registrants. Program content subject to change without notice.

HOTEL & TRAVEL All hotel bookings should be made through The Global Executive’s Internet booking site. Please visitwww.globalexec.com/iir to make your reservation. If you do not have Web access, or need additionalassistance, please call The Global Executive at (800) 516-4265 or (203) 431-8950 or send them an emailat [email protected].

Any disabled individual desiring an auxiliary aid for this workshop should notify IIR at least twoweeks prior to the workshop.

CONFERENCE DRESS CODE:Casual and comfortable attire is suggested. We recommend bringing a sweater, as the conference roommay be cool.

REGISTRATION DETAILS

Register by February 17th Register by March 24th Standard & Onsite Rate PMI Member discount* Government discount*

All access four day pass (May 22 - 25) $3,590.00 $3,690.00 $3,790.00 $3221.50 $2653.00

Conference + assembly (May 23 - 25) $2,790.00 $2,890.00 $2,990.00 $2541.50 $2093.00

Conference only (May 24 - 25) $1,795.00 $1,895.00 $1995.00 $1695.75 $1396.50

Any Pre-Conference Day (Either May 22 or May 23rd) $1195.00 $1195.00 $1195.00 $1195.00 $1195.00

About the Venue Hyatt Regency Houston is located inthe center of downtown Houston,near the George R. BrownConvention Center, Theater District,Bayou Place, and Minute Maid Park,6 blocks from Light Rail, and 8blocks to Toyota Center.

Hotel guests enjoy hotel restaurantsDucks and Company, Whistler'sWalk, and Spindletop, Houstons onlyrevolving rooftop restaurant.

Who Should AttendThis event is relevant for all project managers, risk managers, enterprise risks professionals, program managers, PMO directors, project directors, risk specialists, team leads,functional managers, engineers, contractors and all project participants in all industry groups.

Concluding Session 4:00 Wide Scope Risk & Opportunity Management: Determine Which Ventures To

PursueWe are still pioneering in the area of project risk management. The discipline of project riskmanagement is under continuous development and it is only gradually finding its role andposition within other managerial work. Generally, we have need for risk management that haswide scope in the terms of managing better the positive and negative chances concerning ourbusiness. In simple terms this wide-scope risk management needs to cover project life cyclefrom early studies to final business operations where the company is taking advantage of theresults of the project. Additionally the wide scope risk management needs to provide solutionsthat are meeting the needs of various organizational levels and stakeholders.

The solutions covering whole project life cycle require wide scope risk management solution,which is one main research and development target at present. Additionally risk andopportunity management suffers still from conceptual complexity and its models and tools are

inadequate. These somewhat discouraging currents shortcomings need to be understood butalso one should recognize that the evidence from many useful cases, practices and tools areproviding a basis for successful risk and opportunity management. This paper and itspresentation shall provide a discussion on the main body of risk and opportunity managementpinpointing several shortcomings and proposing improvements. In particular, localized risk andopportunity definitions, holistic paradigm for wide-scope risk and opportunity managementtogether with the core process where focus is on risk and opportunity identification arepresented as new contributions. These have been used in several company pilots to be coveredby the paper and its presentation.

Dr. Kalle Kähkönen, Chief Research Scientist, VTT BUILDING AND TRANSPORT

4:45 Closing Remarks

5:00 End Of Conference

*Must have proof to qualify for this discount



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Symposium SymposiumHelp Internal and External Stakeholders Understand the TRUE VALUE OF RISK MANAGEMENT

May 22 – May 25, 2006

Hyatt Regency Downtown Houston, Texas

Featured Speakers

Kimberly Thompson Associate Professor ofRisk Analysis and DecisionScience, Harvard Schoolof Public Health, MITSloan School ofManagement, and Authorof Risk in Perspective

Ron SalluzzoChief Risk Officer, BearingPoint

Justin Reginato, Ph.D., P.E. Assistant Professor,Engineering Management &Civil Engineering,School of Engineering andComputer Science, University of the Pacific

Serge GaronDirector of ProjectManagement, Canadian SpaceAgency

William L. McMullen Senior PrincipalSystems Engineerwith Honors, Raytheon NetworkCentric Systems

Judy Balaban Director of theProject ManagementOffice, Dow Jones &Company

New For 2006:

• Additional Industry Specific Tracks To Customize The ExperienceTowards Your Exact Needs And Interests, See Inside For MoreDetails.

• Two Cross Industry Pre-Conference Assemblies

• Design A Custom Project Management Tool Box

• The Latest Theories on Decision Making And Risk Psychology

Learn Best Practices in RiskManagement From:

Key Conference Take-Aways:

• Apply Risk Management Throughout Your Entire Program LifeCycle

• Reduce Uncertainty Of Risk Events

• Create A Probability Process That Fits Your Organization’sCulture

• The Upside Of Risk – Opportunity Management: DetermineWhich Ventures To Pursue

• Best Techniques in Enterprise Risk Management (ERM)

• Address The Human Side Of Risk To Generate A PositiveResponse To Risk Management

• Metrics and Project Risks

• Linking Risk Management to Dollars: Add Value to Your EntireEnterprise

• Leadership and Risk Management

• Lean Process Improvement

The Project Management Institute Risk SIG & Institute for InternationalResearch Present The Annual

Amgen Inc

AstraZeneca Pharmaceuticals

BearingPoint

Canadian Space Agency

CBP International

Chevron

Chicago Board of Trade

Ciber, Inc.

Dow Jones & Company

First Nations & Inuit Health Branch,Canada

Hartford Technology Services Company

Hewlett-Packard Co.

Intel Corporation

MIT Sloan School of Management

MITRE Corporation

New Jersey Institute of Technology

NJM Insurance Group

PETCO

Raytheon Network Centric Systems

Risk Decisions


Southampton University

SRS Technologies

Stevens Institute of Technology

TransUnion LLC

Turner Construction Company

University of the Pacific

VTT Building and Transport

World Bank

Earn up to 31 PDU’s by AttendingSee details inside

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