Events Archive

Date: May 22, 2008
Time: 08h30 - 10h30
Location: Hotel Plaza
Boulevard Adolphe Max 118-126
1000 Brussels
Jacob Okyne
Is your change program much more difficult and taking longer than you envisaged? How do you identify and handle the factors of resistance in your change program? How do you ensure that the change is sustainable?
In an ever changing environment organizations face a plethora of new challenges. Activities such as mergers and acquisitions, outsourcing strategies, business process changes and software process improvement can cause disruption to the status quo. Each of these challenges requires us to change our behaviour, attitudes and mentality, to adopt new behaviours and new ways of working. This process is all to do with PEOPLE. Difficulties such as resistance in moving from the old state to the new state are normal. Organizations need a proactive approach to deal with these situations. So how do we manage this transition from the current state to the new state? Jacob Okyne, Director, will present several ideas about how to handle change. He will discuss the underlying concepts of change, how to identify factors of resistance, how to handle the different phases of the transition, outline key steps in organizational change, typical responsibilities for organizational change roles and share with the audience the 10 lessons of change.

Date: October 18, 2007
Time: 08h30 - 10h30
Location: Hotel Plaza
Boulevard Adolphe Max 118-126
1000 Brussels
Jacob Okyne
Deployment of processes into project teams represents the most difficult task in an improvement program. It is the ‘Archilles Heel’. How many times have you heard the following:
- “We have defined all the processes, it is on the intra net, in the documents on the shelf but no one uses them”
- “It is not enforced, it hinders creativity so we don ot use them”
- “I do not know what is in it for me”
- “ Management does not show interest so we always by pass it!!!
In this presentation the speaker will discuss the position of deployment in the improvement road map, pre-requisites, deployment plan, cultural change management, communication plan, governance, role of management, role of process users, Dos and Donts of deployment etc

Date: November 15, 2007
Time: 08h30 - 10h30
Location: Hotel Plaza
Boulevard Adolphe Max 118-126
1000 Brussels
Jacob Okyne
An effective PMO creates the infrastructure that enables informed decision making, avoids the ‘he who shouts loudest scenario’ and eliminates the guesswork caused by run away or bleeder projects. Today, many organisations are implementing some form of project office to professionalise project management but how many of these implementations are effective and what is the key factor that drives a successful implementation. What usually makes an implementation successful is to make each participant in the change program understand what is in it for him/her.
The speaker will discuss what constitutes an effective PMO and what PMO has to offer the Customer, Chief Executive, Manager, Project Manager and Team Member

Date: January 29, 2008
Time: 08h30 - 10h30
Location: Hotel Plaza
Boulevard Adolphe Max 118-126
1000 Brussels
Marc Baetens
In this presentation we will justify focusing on CMMI Level 2 before embarking on CMMI Level 3. Organisations tend to engage in a CMMi project without a clear understanding of the value that such a project will bring to the organization. In a desire to go for a level higher than the level of the competition, unrealistic targets are set and approaches are taken that result in bureaucratic overhead without value creation. Marc Baetens, Director, will present the pitfalls in common CMMi implementations and provide clear guidelines how to overcome these. The guidelines will be clarified with numerous examples from CMMi implementation projects.

Date: February 21, 2008
Time: 08h30 - 10h30
Location: Hotel Plaza
Boulevard Adolphe Max 118-126
1000 Brussels
Didier Brackx
In its ideal form, the Project Management Office (PMO) should represent, for an organisation, what air traffic controllers represent to pilots. It should guide projects safely and act quickly as possible to their destination. It should prevent mid-air collisions between projects and resources. It should be the project manager’s and the executive’s best friend !
In our view, the PMO must do even more ! It must drive much higher return on the investment that any organization makes in projects. In this sense, it becomes a value machine ! But how do we go about implementing this instrument? Didier Brackx, Brussels based industry recognized PMI expert will provide detailed insights into the practical implications of implementing such an instrument. BE THERE !

Date: April 17, 2008
Time: 08h30 - 10h30
Location: Hotel Plaza
Boulevard Adolphe Max 118-126
1000 Brussels
Steven Deneir
How can you ensure testers can start their activities on time? How do your testers know where to focus on? How can testers be sure they are testing the correct versions? How do you gain insight in the progress of the test activities?
When people involved in software development projects hear about test process improvement they quickly see ahead of them V-models, test design techniques, test deliverable templates and alike. But isn’t there more to do, probably even more important things than these ideas that immediately jump to mind? We want to show you how you can make the test team capable of doing a great job. No more “throwing over the wall, but early and strong involvement from the start of any project. You can improve testing without having to touch the testing practices… And your testers will love you forever for it!

Pronohau