The Project Management Event You Can't Afford to Miss - Earn Up to 36 PDUs

The new frontiers in PM are addressing the issues such as measuring the PM maturity level of companies and institutions; building effective teams; managing risks; capitalizing failures into assets; communicating the vision without ambiguity and ultimately putting passion into work profile to convert vision into reality and abstract into concrete.

Stay up-to-date with the latest tools, techniques and methods being used in the new frontier of project management at ProjectWorld® & World Congress for Business Analysts®. Plus, earn up to 36 PDUS.

PW&WCBA is the leading event for project management professionals. Stretching far beyond the fundamentals, PW&WCBA will provide you with the skills you need to succeed in today's high-pressured business environment.


Sessions designed for the project manager include:

• New Frontiers in PM: Creating High Performing Teams, South African State Information Technology Agency
• How to Add Value to Organizations through PM & BA Collaboration, PepsiCo
• Large Scale Crisis Management and Recovery: Integrated Project Management at Work, The Boeing Company
• PMOs: Keeping Pace with a Growing Company, Green Shield Canada
• Are Your PM Tools Keeping Up with the Latest Innovations, Trends & Techniques?, The Travelers Companies, Inc.
• Transition from Project Manager to Portfolio Manager, NAV Canada

And much more! Download the brochure for the full conference agenda (Plus, you'll also receive a copy of the 2011 Executive Summary & exclusive web seminar "10 Traits of an Agile Product Owner")

We've already had an overwhelming response to PW&WCBA - don't miss your opportunity to set the foundation to achieve your career goals and become a leader within your organization. As a reader of our blog we'd like to offer you an exclusive 15% discount off the standard registration rate with code PW12BLOG. For more information on the ProjectWorld & World Congress for Business Analysts and to register, visit our webpage.

For more information on the ProjectWorld & World Congress for Business Analysts and to register, visit our webpage.

We hope to see you in Orlando this September! The ProjectWorld & World Congress for Business Analysts Team


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Friday Flicks: What The Jargon?

Sometimes the project management and business analysis world can feel like wading through an endless stream of jargon, especially for a newcomer. PM, PPM, IIBA, WBS, Gantt, PMBoK, Kanban and so on. Add in our twitter hashtags like #PMOT and #PMChat and you have another level of complexity. Yet we're always focusing on ways to improve communication, doesn't this jargon get in the way?

Well yes, I imagine sometimes it does, and for someone new to the field it may seem an insurmountable challenge to also learn a new language to go with your new skills, but one value that this language creates is that it allows for less ambiguity. Having widely agreed upon project management-specific words codified helps the process by putting team members on the same page. When you're on a tight deadline the last thing you want is to be tripped by up unnecessary misunderstandings. Take our piece last week on scrum meetings: one of the real benefits of the strict structure of a scrum meeting is that it is dictated how this meeting will go: no getting caught up in side conversations or derailed by interpersonal issues allowed.

Still feeling a bit lost? This week's video pick might help, in this video Jennifer Whit, Director of ProjectManager.com explains her Top 10 Terms Used By Project Managers. Check it out:

Do you struggle with jargon, or do you find that it helps understanding? Let us know.

Michelle LeBlanc is a Social Media Strategist at IIR USA and the voice behind the @Project_World twitter. She may be reached at mleblanc@iirusa.com

Signs You Need A New Project Manager

As project managers try to maximize their impact with fewer resources, the focus on developing leaders and leadership have become a much discussed topic.  Either having the wrong leadership or someone who is lacking project management skills can be a detriment to any organization and can effect everything from team morale, to skill development, project completion and even the track of someone's career.  

How do you know you need a new project manager?  Here are some things to look for:

• Your project manager is receiving complaints.  Clearly, no business runs without flaws, but when your project manager is accused of spending too much money, can't help your team meet their deadlines, is constantly blaming others for their lack of success, and doesn't seem to ever have access to enough resources, there is a problem.  No project manager should be constantly facing criticism.

• Your project manager isn't a leader.  Leaders are charismatic people who cast a vision – or receive one from management – and get it done by passing that vision on to their team.  If your project manager seems overwhelmed by the details of the day and unable to see the “bigger picture” then your team may need someone with stronger management and communication skills.

• The scope of the project is either too big, too small or too confusing.  Defining the scope of a project is one of the ways that your project manager can set you up for success. . . or failure. When the scope of a project is too big, achieving it becomes impossible; when it is too small it causes boredom among team members.  The worst situation is when there is no scope at all.  In that case, confusion abounds, causing frustration and resentment on the team.  Defining the scope is up to the project manager.

• Stakeholders are not engaged.  When a project manager moves forward on an initiative without considering the people that are affected, that can be a catastrophic problem.  Over time, changes made before all parties are consulted can end up not addressing the needed changes and pushing people and processes off task.  Stakeholders can range from management above or lateral to the project manager, as well as customers, team members or even other teams who either funnel work to your team or receive it.  No matter which stakeholders are involved in the process, it is a critical mistake to work in a vacuum, one that can destroy the affinity of a team and their ability to work effectively.

There are many reasons that a project manager might need to be replaced.  Whether the project manager is unable to deal with basic issues and is receiving complaints, lack leadership skills, have ignored stakeholders or whether they are unable to correctly define the scope of the project, they may need to be replaced by someone who has more experience and qualifications. 

Ryan Sauer is a writer and editor for Bisk Education in association with University Alliance. He actively writes about project management in different industries and strives to help professionals succeed in getting their projectmanagement certification. Through the University Alliance, Ryan writes to help enable professionals obtain their PMP certification online.

PW&WCBA exclusive interview: Joseph A. Lukas, PMP, PE, CCE Vice-President, PMCentersUSA

Leading up to ProjectWorld® & World Congress for Business Analysts®  we're speaking with some of our featured 2012 speakers to bring you a taste of the 2012 event. Today we bring you an exclusive interview with Joseph A. Lukas, PMP, PE, CCE Vice-President, PMCentersUSA.

Joe Lukas, Vice President of PMCentersUSA, has over 30 years' experience in project management encompassing project portfolio management and international project management. His projects have spanned numerous industries, including manufacturing, product development, information technology, and construction. Learn more on the PMCentersUSA website here.

PW: Can you give us a sneak peek of what your workshop will be at Project World?

JL: I created this 1/2-day workshop specifically for people who want to achieve excellence in managing project risks. Do you find yourself constantly 'putting out fires' on your projects? This workshop will show you how to become proactive rather than reactive by learning an effective risk management process including best practices for risk identification, risk analysis and risk response planning. I designed this workshop to be highly interactive, with exercises to allow attendees to try the best practices presented during the workshop. It will help attendees better manage the risks on their projects.

PW: How did you first become interested in risk management? 

JL: When I first started managing projects, I quickly realized that 'things happen' on projects and I observed some Project Managers who were constantly sidetracked by events that could have been anticipated. What a waste of time and energy! I realized it's more efficient and effective to plan ahead to deal with the inevitable uncertainty that exists on projects.

PW: You have a PMP certification - but is risk management also important for those working as BAs?

Business Analysts need to develop the project requirements and there are many risk events that can impact their efforts. Risk management needs to be part of their plan in order for the project to succeed!

PW: What is one step our readers can take to begin to 'anticipate the unanticipated' on their projects? 

Schedule a brainstorming workshop with your project team to focus on the risk events that could impact the project objectives. Risk management is not difficult to use provided you are committed to making managing project risks an ongoing process. Reviewing the status of project risks should be part of every project team meeting.

Interesting in learning more? Join us for Risk Management Excellence for PM & BA Disciplines with Joseph Lukas, PMP, PE, CCE, Vice President, PMCentersUSA on September 10th, 2012. As a reader of our blog we'd like to offer you an exclusive 15% discount off the standard registration rate with code PW12BLOG. For more information on the ProjectWorld & World Congress for Business Analysts and to register, visit our webpage. 

Friday Flicks: Why is communication so darn hard?

Earlier this week, guest blogger Peter Sloane commented here about communication challenges, and particularly the challenges that can arise as schedules and attitudes become more casual for summer.

Here in the PW&WCBA headquarters we recently missed a project team scrum meeting as so many members of the team were out on various July-4th-related holidays. Luckily it's a slower season, but what if an important deadline was missed or something slipped through the cracks as the scrum meeting went by the wayside? Part of our problem is, the team is just too big, if we kept the main meeting as a "scrum of scrums" and had smaller project teams meet separately scheduling issues wouldn't be quite so difficult.

Appropriately, PW&WCBA favorite Joseph Flahiff tweeted this illustrative video this morning: How do you deal with large project teams? Michelle LeBlanc is a Social Media Strategist at IIR USA and the voice behind the @Project_World twitter. She may be reached at mleblanc@iirusa.com

Summertime Work Woes

Communication" is always a hot button topic at PW&WCBA - what communication challenges are you facing? Have you found any tools to aid communication for your team?

Summer time is always a fun and festive time of year; pool parties, beach barbeques, family vacations… However these activities can often create a strain on effective communication in the workplace.  In order to overcome these challenges during the peak summer months, between Memorial Day and Labor Day, where the work dress code is not the only thing a little more relaxed, I follow a few simple guidelines to ensure successful communication continues.
 

Scheduling:

First and foremost, knowing/communicating both yours and your team’s summer schedule is vital.  Knowing who is going to be where/when is essential to ensure key deliverables are being met and in the time frame expected.  Having a transparent view allows for effective timing in scheduling projects and simply knowing if the staffing present is going to available to approve and/or deliver key components of a project.

Collaboration:

Working in an absentee environment, whether it is seasonal or habitual, Collaborative Communication is essential!  With that, I recommend utilizing a simple reporting process called “Key Communicator Calls.”  These calls, offer a quick and seamless process where project leads can call into a cross divisional collaborative conference call, report and/or receive status updates on projects, keep on track and ensure all expectations are set.  An overly simplified process perhaps, nonetheless, a tool that has been useful to keep multiple teams, across multiple regions on track and in synch.

Getting Ahead:

Planning a strategic roll out with limited resources can be challenging this time of year.  Moreover, facing the unknown challenges that lie ahead can make “navigating through uncharted waters,” even more challenging; especially if working with external, third party vendors.  Not necessarily knowing the responsiveness or “summer environment” of an outside provider can add to summer challenges.  With that, build time into your project plan, something seemingly small as Summer Fridays, can completely set a project off course.  Additionally, allotting budget for unexpected Rush Fees and other unexpected challenges is highly recommended.

Communicating these simple steps, can truly aid and assist a team in delivering and hitting targets.  Again, these tasks might appear to be overly simplified; but, however simple and easy, they are useful tools for supporting communication in a challenging environment.

Peter Sloane is currently a cross divisional Project Manager at IIR USA and has manged projects within Change Management, Communications Campaigns and Employee Development.

Creating and Sustaining High-Performance Teams for Managers and Executives

We've been talking about leadership a lot lately both here on the PW&WCBA blog, as well as on the LinkedIn group, so it seemed appropriate that our 2011 attendee web seminar series kicked off with a session titled "Creating and Sustaining High-Performance Teams for Managers and Executives" by recurring favorite Peter Saddington.

Saddington shared some excellent insights with the group, two of which I would like to pass on here. First, the idea that as a leader your primary task should be as a "unblocker of impediments" and secondly that when approaching a team you should force yourself to "always assume the best." These two factors for me encompass the main shift from manager to leader - a leader can trust the team to do what needs to be done, but simultaneously lead by providing the resources or removing the roadblocks to progress. Would you agree?

Saddington also had a number of resources available for those looking to do some additional reading after the webinar, or for those who could not attend:
- Free Assessment and Coaching Giveaway
- Leveraging Team Science and Cultural Analytics
- Understanding Agile Culture
- Overview of Action & Influence and Team Science

Did you miss the session? 2011 PW&WCBA webinar attendees have free access to this resource. Check your email or crowdvine for details on accessing the recording.

Plus, don't miss out on our series for 2012, register for PW&WCBA for access. As a reader of our blog we'd like to offer you an exclusive 15% discount off the standard registration rate with code PW12BLOG. For more information on the ProjectWorld & World Congress for Business Analysts and to register, visit our webpage.

Four characteristics of successful cultural buildings projects

The University of Chicago’s Cultural Policy Center, in partnership with the Harris School of Public Policy and the research organization NORC recently undertook a study of building projects including museums, performing arts centers (PACs), and theaters.

One of their most amazing findings: "Eighty percent of the projects we studied ran over budget, some by as much as 200 percent." Watch this video for a bit more background on the study:



Helpfully for those undertaking this sort of large scale building project, the team generated a list of four characteristics that were associated with successful cultural buildings projects (emphasis ours):

1. The project’s motivation, driven by both the organization’s artistic mission and by organizational need, was the primary purpose for building.

2. Project leadership that was clear and consistent throughout the planning and building process improved the chance of positive outcomes.

3. Efficient project timelines and the effectiveness of the project leadership helped determine a project’s success in implementation.

4. Project outcomes were influenced by how flexible the organization was in generating revenue post-project completion, and how effective the project leaders were at controlling expenses.

View the study's "Quick Overview" document for a great feasibility matrix showing the relationship of these characteristics. These characteristics mirror many of the suggestions we see time and again at PW&WCBA: for example effective leadership, clear communication, the ability to change course in response to changing needs. What other takeaways can project leaders use from this study?

Visit the Set In Stone website to learn more.

Michelle LeBlanc is a Social Media Strategist at IIR USA and the voice behind the @Project_World twitter. She may be reached at mleblanc@iirusa.com

Crowdsourcing: Your Project Management Questions Answered

This September at Project World and The World Congress for Business Analysts, in our Social Communication, Innovation & Collaboration track we're looking forward to an interactive session on Applying Ben Franklin's 12 Rules of Management in Today's Complex World with Kathleen Gotthelf, Director, Pfizer and Lisa Diane Kastner, Program Manager, Pfizer.

In that interactive, social collaboration spirit, we ask you our readers: "what one question would you want these two experts to answer?"

The PW&WCBA blog will be presenting an exclusive Q & A with Kathleen Gotthelf, Director, Pfizer and Lisa Diane Kastner, Program Manager, Pfizer here on the blog to be published at the beginning of August. Get us your questions now for inclusion in the interview.


Email me at mleblanc@iirusa.com, post your questions as a comment here or ask us on twitter at hashtag #PWWCBA.

To learn more about PW&WCBA and the Pfizer session, visit our website and download the brochure.
 

What is your one burning agile question for 2012?

Our PW&WCBA agile summit covers a wide range of topics each year. So now we're asking: What is your one burning agile question for 2012?

This year's summit - titled "Transitioning Practices for Agile Delivery" will include the following sessions:

Chairperson Welcome Address, Ellen Gottesdiener, Founder, Principal Consultant, EBG Consulting, Inc.
Can You Hear Me Now?, Robert Woods, IT Project Manager, Health Dialog Services Corporation
Agile Adoption & Governance for an Evolving Global PMO, Gopal Renganathan, MS, MBA, PMP, Senior Manager, PMO, Cisco
Collaborate for Value: Using Facilitated Sessions to Discover and Deliver Product Needs, Ellen Gottesdiener, Founder, Principal Consultant, EBG Consulting, Inc.
Agile: The Kanban Way, Gil Irizarry, Program Manager, Constant Contact
Retrospective: Interactive Session

(Plus, if you need a more basic introduction to Agile, you can join our workshop "Agile Essentials: People, Planning, and Product Practices" with Ellen Gottesdiener, Founder, Principal Consultant, EBG Consulting, Inc. from 8am to Noon on Monday, September 10th)

For a taste of what will be in store, visit our 2011 Agile Summit Live Coverage:

Live from #PWWCBA: Agile Summit Beginnings
Live from #PWWCBA: All Analysts are Bilingual
Live at #PWWCBA: The Corporate Agile Transformation: Yes, It Can Happen
Live from #PWWCBA: Structured Conversations to Deliver Value

Plus, At PW&WCBA 2010, Ellen Gottesdiener spoke with our guest blogger Agile Scout's Peter Saddington about some key takeaways from her session on agile retrospectives:

So, in retrospective if you will: what is one agile question you hope to have answered? What is one challenge you are facing? Comment here or join the discussion on our LinkedIn group.

Leadership... Learned or Developed?

One of the key focus areas at PW&WCBA is Elevating the Role: From Manager to Leader. So how does one go about learning and actively building leadership skills?

Leadership skills, as with any skillset can be learned. However, being a true leader is an inherent skill, one that is ingrained; similar to talented painter. Leadership develops through experience, opportunities and mistakes. Rarely does one start their career out as a CEO or President of a large corporation. With that, you have to build upon your knowledge and raw talent.

Through my personal experiences both as a leader and working for some incredible leaders as well, I’ve found that communication is KEY… Setting expectations before a task, taking out the guess work and incorporating a timeline helps alleviate the stress of a task. There is no need to reinvent the wheel with every new assignment.

Of course every individual works differently, and a true leader recognizes that in their team. Allowing a team member to work and hopefully thrive in an environment where they are not micromanaged, but supported, is essential. Finding a balance where a team member can contribute, grow and further build on their own skillset, while contributing to the task at hand, allows not only the individual to grow, but also the leader to effectively manage a team.

Furthermore, an open environment where ideas can be shared, team members can collaborate, feel supported and provided the tools/resources necessary for success, ultimately builds trust, and team integrity. The ability to build a team environment that operates seamlessly with dynamic synergies takes experience and know how on the part of a dynamic leader. Nonetheless, a leader who has the leadership skills to build such an environment truly holds the leadership skills necessary to build a trusting team that will also support a dynamic leader.

Peter Sloane is currently a cross divisional Project Manager at IIR USA and has manged projects within Change Management, Communications Campaigns and Employee Development.

Habit for Humanity Reveals How to Overcome Project Barriers

Get an exclusive behind the scenes look at how Habitat for Humanity manages complex, multinational projects. SVP Connie Steward and Senior Director Lysa Ratliff show how they combined leadership practices and project management processes to successfully navigate intricate projects comprised of thousands of tasks in "overcoming barriers: finding shared purpose in complex projects."

Using the core skills and techniques shared at PW&WCBA, you too will be able to effectively execute projects within budget and on schedule. Learn how leadership skills develop organically in experiential settings, outside the confines of a traditional hierarchy, and how creative leadership thrives in planning, logistics and execution of wide-scale, hands-on projects.

In addition to Habitat for Humanity, hear real-world examples from:
• Port Authority of New York & New Jersey: Developing and Leading an Innovative Approach to Creative, Forward-Looking Collaboration
• Tishman Construction Corporation: World Trade Center: Managing the World's Largest, Emotionally Charged Complex Project Build
• The Boeing Company: Large Scale Crisis Management and Recovery: Integrated Project Management at Work
• Cisco: Enterprise Global PMO Creation & Value Definition: Real Life Case Study of People, Power, Politics & PMO
• PepsiCo: How to Add Value to Organizations through PM & BA Collaboration
• Cubic Defense Applications: Project Risk Opportunity Management: Accountability in Implementation

And much more! Download the brochure for the full conference agenda (AND the 2011 Executive Summary & exclusive video content & web seminar "10 Traits of an Agile Product Owner")

For more info on Connie Steward of Habitat for Humanity International, read our speaker spotlight here on the ProjectWorld blog.

Through targeted workshops and summits, multi-dimensional sessions, several interactive gatherings and year-round learning through our on-demand web seminar series, PW&WCBA is your foundation to achieve your career goals and become a leader within your organization.

As a reader of our blog we'd like to offer you an exclusive 15% discount off the standard registration rate with code PW12BLOG. For more information on the ProjectWorld & World Congress for Business Analysts and to register, visit our webpage.

We hope to see you in Orlando this September!
The ProjectWorld & World Congress for Business Analysts Team

Follow the ProjectWorld Twitter: https://twitter.com/project_world
Become a fan on Facebook: http://on.fb.me/JAM9Yc

Sponsorship & Exhibition Opportunities Available. Please contact Jon Saxe at jsaxe@iirusa.com or call 646.895.7467

PM Insights: Management Skills & "Soft Skills"

One of our most popular sessions in 2011 was with Terri Dickson, PMP, Program Manager, External Mandates & Compliance Implementation, CareFirst BlueCross BlueShield on "Soft Skills in a Virtual Team Environment."

Watch a clip of the session here:

(access the full video by logging in to your account on www.projectworld.com)

Inspired by this, we're including "Elevating the Role: From Manager to Leader" as one of our focus areas this year, with break-out sessions in this topic every day. We've been focusing on leadership for years, as evidenced by this video on attributes of great leaders from ProjectWorld & WCBA 2008:

But how does a manager develop those all important leadership skills, especially in today's world of increasingly virtual work?

This piece in Public Service notes the challenge, saying "I had met many project and programme managers, too many of whom enjoyed the title but lacked the capability." One key takeaway from that article? "A professional may take an economically deterministic view, whereas a true leader takes the people view first."

Forbes joined the conversation as well, with a piece by Stephanie Lischke and Joel Wright which stated that "overlooked leaders are the people who are working on project teams, influencing others and taking on ever-larger and more complex assignments." The post suggested four messages that organizations should give to growing leaders in order to facilitate their development from manager to leader:

1. Think “process,” not “position.”
2. Understand your leadership brand.
3. Take control.
4. You are seen, heard and valued

Project Times focused on the "softer side" of the equation naming Enthusiasm, Empathy and Integrity as some of the key skills a leader should develop. Indeed, in Terri Dickson's PW&WCBA session last year maintaining these qualities even over video and phone conferencing was the suggested role of a virtual team leader.

Important to note: as does this post "PMI's PMP®—has little to do with leadership." OK, Leadership might not show up in the PMBoK, but we feel it's one of the skills that will truly elevate your career and your level of project success. Do you agree? Tweet at us or comment below to join in the conversation.

To elevate your leadership skills, join the "From Manager to Leader" track at PW&WCBA this September. Download the brochure to see all the sessions in this track and learn more. As a reader of our blog we'd like to offer you an exclusive 15% discount off the standard registration rate with code PW12BLOG.

One World Trade Center: Managing the World's Largest, Emotionally Charged Complex Project Build

With One World Trade Center recently surpassing the Empire State Building at New York's tallest structure and President Obama now scheduled to visit the construction site this week our thoughts here at the offices of ProjectWorld and The World Congress for Business Analysts in New York are turning to our upcoming keynote by Jim Durkin, SVP, WTC Transportation Hub, Tishman Construction Corp.

View of 1 WTC construction from the author's apartment

Durkin will be presenting "World Trade Center: Managing the World's Largest, Emotionally Charged Complex Project Build" this September at PW&WCBA For the thousands involved with the $18 billion redevelopment of the 16-acre WTC site, the common thread is patriotism, indomitable spirit and a collective will to succeed. Durkin will report on the complex overlapping infrastructure at the WTC and how it calls for mass collaboration and coordination.

According to the August 2011 issue of Engineering News-Record, "depending on who is counting, there are at least seven major projects currently under way, each with its own team and schedule but not its own site, at least not below grade. All the projects overlap in a four-level basement. Consequently, the work is also loaded with challenges"

Durkin was quoted as saying “It's all coordination—coordinating with PATH, the memorial, the streets, towers 1, 2, 3 and 4, and the vehicle security center.”

Beyond coordinating with the many entities involved with the project, there have also been various changes to the design over the course of construction.

This piece in the New York Times addressed one of the project's challenges: "As design moved to the testing phase, it became clear that the prismatic glass simply had too many technical problems to overcome and at a budget that was not cost effective,” said John Kelly, a spokesman for the Port Authority. “We have been finalizing a design that will be far more practical while being both distinctive and magnificent."

Despite challenges faced (and what project of this scale doesn't face challenges?), the project continues on and the structure is rising an average of 9.5 feet a week. Completion of the tower is anticipated in 2013. Join us for Durkin's session at ProjectWorld & World Congress for Business Analysts for some actionable insights from the process.

As a reader of our blog we'd like to offer you an exclusive 15% discount off the standard registration rate with code PW12BLOG. For more information on the ProjectWorld & World Congress for Business Analysts and to register, visit our webpage.

Michelle LeBlanc is a Social Media Strategist at IIR USA and the voice behind the @Project_World twitter. She may be reached at mleblanc@iirusa.com

Hear PM & BA Best Practices from Cross-Industry Leaders

“It’s hard to find a multi-dimensional conference that applies to all aspects of Program, Portfolio and Project Management & Business Analysis. PW&WCBA achieves just that. Sessions were full of substantive content that were a great learning experience” – Gopal Renganathan, MS, MBA, PMP, Senior Program Manager, PMO, Cisco

No matter your project scale, timeline or budget, the PW&WCBA expert faculty delivers on-point content that caters specifically to your business. The PW&WCBA 2012 program spans across all industries to stretch beyond the fundamentals to provide you with the skills you need to succeed in today’s high-pressured business environment.

Attendees listen to a keynote session at PW&WCBA 2011

Hear from who matters most to you and your current organizational needs:
- CPG: The Clorox Company, The Coca-Cola Company & PepsiCo
- Construction: Habitat for Humanity International, Port Authority of New York & New Jersey, Shaw Environmental & Infrastructure & Tishman Construction Corp.
- Pharmaceutical & Healthcare: Blue Cross Blue Shield of Texas, Encore Health Resources, Health Dialog Services, Merck & Pfizer
- Insurance: National Council on Compensation Insurance, Nationwide Insurance & The Travelers Companies
- Aerospace & Defense: The Boeing Company, Cubic Defense Applications & NAV Canada
- IT & Telecommunications: Cisco, South African State Information Technology Agency & U.S. Cellular


Download the conference brochure for the complete agenda and to see the full PW&WCBA faculty.

For more information on the ProjectWorld & World Congress for Business Analysts and to register, visit our webpage. Save 15% off the standard registration rate with code PW12BLOG.

We hope to see you in Orlando this September!
The ProjectWorld & World Congress for Business Analysts Team 

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