When it comes to managing complex projects, the last few years have been rather lackluster. Loto-Québec and Cirque du Soleil’s ill-fated project in Montreal’s South West borough comes to mind, as well as the oil port and terminal in Cacouna, also known as the Beluga Saga. Not to mention the ever-present orange cones in Montreal, pipelines, and more. We’ve developed highly effective tools to facilitate project management, yet we struggle to bring complex projects that might succeed under different circumstances to fruition. The problem may be that we are using approaches and methodologies that have a wide range of effects and are meant for simple projects, on complex projects.
Corporate planning classically uses a top-down approach, essentially an exercise in expertise: technical, financial and market expertise, to be precise. A goal is identified, experts are chosen to develop the project, its impact on the business on the environment is evaluated, the project is submitted to the Board, and it is set in motion. If it’s a simple project with little external impact, there are no problems. But what if the effects are too many, or too big? What if there are multiple advocates or stakeholders? What if their interests are different, or contradictory?
I wish to present a new perspective on how to conceptualise and plan these complex projects, which I will highlight through two starkly different examples: an urban revitalization project, and a reconciliation project in post-Apartheid South Africa. As social media become more efficient and powerful, as civil society’s demands to be heard increase, it is necessary for project managers to adopt a new strategy, or give in to standpattism, confrontation and repression.
Louis Roquet has held a number of positions as a civil servant throughout his career. He was the CEO of the Société des alcools du Québec (SAQ), CEO of Investissement Québec, the secretary-general of the City of Montreal and Director General of the Montreal Urban Community. He was President at Mouvement Desjardins and Chief Operating Officer of Desjardins Capital de risque from October 2004 to October 2009. He was also CEO at Cevital, an Algerian multinational, from 2012 to 2014.
On top of speaking five languages, Roquet has a PhD in business administration from Harvard University and an MBA in finance and international administration from HEC Montréal.
Roquet is the President of the Mosaicultures International Montreal’s Board of directors and Vice-President of Université de Montréal’s Board of Directors. He is also on the board of directors for Birks Group, the Canadian Cancer Society and Centraide.
Roquet is the recipient of the Grand Prix Équinoxe Hommage 2007, awarded by the Société québécoise des professionnels en relations publiques for exceptional work in communications as a company manager and was named MBA of the year in 2004 by the l’Association des MBA du Québec.
Annemarie Lesage, Ph.D.
UX Director, Research and Design at Yu Centrik
Annemarie Lesage is the UX Director at the UX Agency Yu Centrik, she leads Yu Centrik‘s team of analysts, UX strategists and UX designers, while integrating collaborative design, co-creation to our ideation and innovation process.
She holds a PhD from the Design School of University of Montreal and has focused her research on the emotional dimensions of user experiences. Her research on the emotional Peak, a dimension of the user experience, is integrated into the design thinking process.
Annemarie joined Sapient’s user experience modelling group (XMod) in 2000, in New York.
Since 2003, she has taught various courses at Université Laval (co-teaching design research in 2005), Concordia, UQAM and Université de Montréal (experience design, since 2010).
Annemarie is very involved in teaching the UX-PM Certification program developed in collaboration with UXalliance, a global network of User Experience Experts.
Gaétan Racine, Ing.
Gaétan Racine is Director of Special Projects at Stelvio, leading projects related to the company's various products. He holds a bachelor's degree in Electrical Engineering from the University of Sherbrooke and has more than 30 years of experience in the field of Information Technology.
Gaétan began his career in 1985 at a company developing image processing solutions, using hardware to enable the capture and processing of digital images.
In 1991, Gaétan participated in the creation of Stelvio, specialising in the field of Digital business solutions. Over the years, he has participated in the development of complex IT solutions, becoming Project Manager, and eventually Director.
He has managed several major projects with finance companies in North America and Australia. He introduced Agile methodology to the teams at Stelvio in 2010 and has had an interest for the UX approach since 2012.
Agile methods have taken software development by storm, but have been primarily applied to projects in what is referred to as the “agile sweet spot”, which consists of small collocated teams working on small, non-critical, greenfield, in-house software projects with stable architectures and simple governance rules. These methods are being used more and more on large projects, but this has not been well documented.
Yvan Petit and Brian Hobbs received a grant from PMI’s Sponsored Research Program to investigate the adoption and adaptation of agile methods for use on large projects in large organizations. The empirical study is based first on case studies, followed by a survey to validate and enrich the case study results. The research project is now complete. A detailed research monograph will be published by PMI and made available to members on their website at http://www.pmi.org/learning/academic-research/sponsored/published in the spring of 2017. An article will appear in the Project Management Journal later in 2017.
The conference will present the main results from the research in relation to the following four topics: 1) motives and strategies for implementing agile methods, 2) the impact of agile implementation on organizational roles, 3) the impact of agile implementation on project initiation, and 4) agile project organizations.
The results are somewhat paradoxical in that some features are common to almost all observations, while others show extreme variability. The common features include use of scrum methodology and agile coaches, as well as, the non-respect of the agile principle of emergent architecture.
Dr. Brian Hobbs PMP has been a professor at the School of Management of the University of Quebec at Montreal in the Master's Program in Project Management for more than thirty years. This program, of which he is a past director, is accredited by PMI’s Global Accreditation Center. He founded the Project Management Research Chair at the University of Quebec in Montreal in 2007and held the Chair until 2015. He holds a degree in Industrial Engineering, an MBA and a PhD in Management. He has served terms on both PMI's Standards and Research Members Advisory Groups and is currently a member of the PMI-Montreal Board of Governors. He received the 2012 PMI Research Achievement Award and with his colleague Monique Aubry received the 2012 International Project Management Association Research Award for their work on PMOs. In 2013, he received the Research Career Achievement Award from the School of Management. In 2015, he became a PMI Fellow.
Yvan Petit, M.Eng., MBA (Insead), PhD, PMP, PfMP is an associate professor at the University of Quebec at Montreal (ESG UQAM) since 2010. He is member of Ordre des Ingénieurs du Québec since 1981, certified Project Management Professional (PMP) since 2001 and Portfolio Management Professional (PfMP) since 2014.
His research interests are on portfolio management, agile methods and uncertainty management. He has over 25 years of experience in project management, primarily in software development and R&D in the telecommunications industry. He has been a member of the Canadian committee on the ISO TC-258 on Project Portfolio Management and is now a member of the PMI Standards MAG (Member Advisory Group). He is the program director for the post-graduate programs in project management at ESG UQAM since 2014.
Several challenges are encountered in project management. The allocation of resources across the project portfolio, the objectives and success factors definition, the control of the budget and timeline are some examples of challenges. The presentation shows the techniques and tools used by Camso to optimize the success factors of projects from the initiation phase up to the project closing phase.
Sylvie Charles is a Project Manager at Camso since 2013. Her work focuses on project management for new products introduction for the agriculture business unit. She began her career at IBM Canada in 1987 where she worked as a process engineer and as a program manager. She has contributed to the development of manufacturing processes for the packaging of semiconductors and the introduction of several high-end microelectronic products for servers.
She holds a bachelor's degree in chemical engineering from École Polytechnique de Montréal, a master's degree in mechanical engineering and a diploma in administration from Université de Sherbrooke. She is an accredited member of Project Management Institute and certified Project Management Professional (PMP).
Ever felt like your organization had great projects, all equally interesting, but that you could not figure out how it could do all of this at the same time? As changes occur and the day-to-day work demands remain as high, releasing the capacity to realize and implement projects is a major challenge for managers. Do you feel the organization is flooded? That each change in itself makes sense but that when you add them up, it does not make sense any more? That everyone is aware that the organization is drowning under too much work but that, being unable to demonstrate it, we continue holding our breath... we press the lemon!
Beyond perceptions, you must find a way to clearly identify and put into words capacity issues so that they can be addressed and to ensure that the organization can achieve everything it undertakes. Overloading the organization puts all its projects at risk. Better concentrate on a few and deliver and integrate them successfully without cost overruns often due to unmanaged capacity issues. A realistic workload will allow the organization to maintain its operations and realize the expected benefits of each project. The first part of the workshop will establish what we mean by managing capacity and the consequences of not doing it. You will then have the opportunity to build a case to defend the need to manage the capacity with Sr Management in order to successfully realize and implement projects that deliver the expected value. You will do so by experimenting a number of simple tools through a series of exercises.
Come discover simple but very effective tools to help you successfully implement and deploy projects in the organization without exhausting your people.
Manon Champagne, President and cofounder, A+ Transition inc.
Manon Champagne is president and cofounder of Aplustransition, a consulting partner that supports organizations in their business transformation so that they can successfully execute their business transformations with more agility, less chaos, higher employee engagement and sustainable results. She has codevelopped DO-IT, Aplustransition’s change framework with all the tools and supporting workshops and training sessions on change and transformation management. Over and above her important role in the management of the business, she also acts as a strategic consultant, speaker and trainer. Ms Champagne is renown for her engagement, her dynamism, her leadership et her ability to support all membres of an organization through changes. She holds a Master degree in Business Administration (MBA) from Monash Mount Eliza Business School in Australia as well as a Licence in Applied Economics from l’Institut d’Administration et de Gestion (IAG) at l’Université Catholique de Louvain in Belgium.
Researchers at HEC Montréal's Tech3Lab use the latest in neuroscience technology to truly understand the user experience during interaction with products and digital services.
Professor Pierre-Majorique Léger is a researcher, inventor and entrepreneur. His research seeks to improve the user experience while learning or using technology. He does this by analyzing massive amounts of bio-physiological data that are generated during human-IT interactions, which allow him to qualify emotion and cognitive responses in users. He is a professor of IT at HEC Montreal, as well as invited professor at the prestigious Tuck School of Business, Dartmouth College and the Henry B. Tippe School of Management at the University of Iowa. He is the author of over 50 scientific articles, he holds at least 10 invention patents and has also been involved with several start-ups
Every organizational project needs to undergo a process that includes selecting, planning, executing, follow-up and wrap-up in order to ensure its success. And yet a high number of public projects don’t go through these rigorous steps.
Research and professional experience demonstrate that public sector projects have different characteristics than private projects, making them more difficult to complete at a high level of success. We’ll discuss how public municipal projects are of a particularly complex nature.
We will also look at what we can learn from examining a number of municipal projects to grasp the importance of the interrelations between main stakeholders and those of elected officials, managers, citizens and suppliers of goods and services in municipal public projects.
We’ll conclude that the degree of success for a project is gauged by reaching the project’s stated goals, but also by respecting the targeted timetable and allotted budget. However, in the case of public municipal projects, the most important variable remains the satisfaction of the project’s stakeholders. The citizens are most important, as the project’s results are destined to them. But all other stakeholders, at all levels, must also find some satisfaction with the final result.
Jacques Desbiens is an engineer and economist with a PhD in administration. He worked in private management and data processing consulting groups from 1968 to 1977 as a consultant for various public and para-public organizations.
From 1977 to 2009, he was a professor and researcher in political economics and administration at the Université du Québec à Chicoutimi, where also managed the extension of the PhD in Management Sciences for the I.A.E. in Aix-en-Provence. He was the program director for Project Management at UQAC 2000 to 2004 and for the entire UQ network from 2004 to 2008. He was also department head of masters programs in Project Management offered by UQAC in China in partnership with three Chinese universities from January 2002 to December 2013.
He has been a lecturer in the program since January 1st, 2014. He was a lecturer at Université Laval for ten years and has been a lecturer at ÉNAP since 1980. He is also a guest professor or lecturer in various universities across the world. He also participates as a consultant or instructor for various private and public organizations.
Canada Health Infoway (“Infoway”) is an independent, not-for-profit corporation with $2.1 billion in public funding from the Government of Canada. In partnership with the federal government and the governments of every province and territory, Infoway is working to improve the health of Canadians by transforming Canada’s health care system through digital health solutions. This mandate is one of Canada’s largest-ever information technology-based initiatives. Infoway jointly invests with its provincial and territorial partners to accelerate the development, adoption and effective use of digital health solutions across the country. These solutions are improving access, quality and productivity of care for patients and clinicians, building a foundation that will result in healthier Canadians and a more sustainable health care system.
In 2013, Infoway’s Portfolio Management Office (PMO) became the first non-American, and the first publicly-funded, organization to win PMI’s “PMO of the Year” Award. This presentation will explain how Infoway’s PMO has contributed directly to the success of the organization’s business. It will describe how Infoway built a “best in class” PMO, focusing on several key differentiators. Notable among these is the Infoway PMO framework, which has ensured the accountability and transparency needed to achieve excellent success rates for truly transformative projects, and to withstand over 30 independent audits and evaluations of Infoway’s use of taxpayer funds, essential for continued federal support of the organization. The presentation will also offer advice for other organizations who aspire to win the “PMO of the Year” award one day.
Jane Holden is Executive Director, Corporate Accountability at Canada Health Infoway. Jane is a financial and project management executive with over 20 years’ experience leading multi-disciplinary teams in the successful delivery of large, complex business and information technology initiatives. She specializes in the design and implementation of project, program, and portfolio management offices, for which she has won national and international awards. In her 13 years at Infoway, Jane has held a number of senior roles, including the building and leadership of a division comprised of the Portfolio Management Office (PMO), the enterprise-wide Project Portfolio Management (PPM) solution, the Metrics & Reporting group and the Investment Programs team. These business units governed, monitored and reported on an investment portfolio totalling over 400 projects with a value of $2.1 billion. Reporting to, and working closely with, Infoway’s Chief Operating Officer, Jane is also responsible for a number of strategic matters, such as independent evaluations and audits of Infoway’s performance under the terms of its funding agreements with the federal government.
Amplify Montréal wishes to transform Montréal into a more innovative, inclusive and resilient city. It seeks to amplify emerging or existing transformational initiatives, facilitate collaboration between the city’s segments (economic, social, cultural, etc.), and give voice to those who are often unheard. Ultimately, the aim is to make Montrealers prouder of a city they will have helped to create.
Lyndsay Daudier seeks to find ways to make cities more livable through inclusion. With a background in urban planning, law, and project management, she is a dot-connector creating innovating partnership through Amplifier Montréal a mouvement within The Maison de l’innovation sociale - MIS (Social Innovation Centre). She aims to bring together entrepreneurs, citizens, academics, technology experts and investors across the province of Quebec with the purpose of maximizing the collective impacts of initiatives for equitable and sustainable development.
Design is a rather young field that is often misunderstood by both the general public and professionals. Its approach marries aesthetics and functionality. A designer will often become involved the later stages of product and service development. Yet design is a method based on questioning what’s concrete, aiming to create and innovate within a given organisational, economic, technological and social context.
Design is most certainly relevant when speaking of innovation. It can even be considered a problem-solving technique for organisations that hit a wall when looking to innovate.
Indeed, for about 30 years, even though discourse on innovation has become more prominent in organisations like the academic community (research and teaching), it remains more present in theory than in practice.
Our presentation touches on main blockages related to innovation, and design as an approach to skirt these obstacles as a renewed management approach.
Guillaume Blum is a professor at Université Laval’s École de design, and is a specialist in knowledge management and innovation through design. He is interested in new practices in management and their effects on product and service development, as well as on people. He explores organisational transformations stemming from economic and societal changes.
Blum has a master’s degree in engineering from France and a PhD in administration from Montreal. He is also a researcher for three research groups: UQAM’s CIRST (Centre interuniversitaire de recherché sur les sciences et les technologies), LabCMO (laboratoire de communication médiatisé par) and LARAC (laboratoire de recherche-action sur les communs).
Over the past few years, Revenu Québec has undertaken a major transformation of its information resources, particularly through the implementation of agile methodology. This type of change in working methods represented many changes to the DGTT project office. The conference "Impact of agility on the DGTT project office at Revenu Québec" will plunge you in the course of this transformation: its origin, the chosen strategy, as well as the reality lived on the ground.
Mrs. Marie-Hélène Lachapelle, ing. PMP, MGP, director of the project office at the DGTT of the Revenu Quebec Agency.
Mrs. Marie-Hélène Lachapelle, manager and project management specialist, has more than 28 years of experience in both private and public sectors. She has a master's degree in project management and is a fully-qualified civil engineer. She has worked in various fields such as project management, project portfolio management, acquisitions and human resources management. In recent years, she has acquired solid experience in adapting the notions of the agile approach to a project office (project portfolio management, project management framework, risks, estimation, training, dashboards, ... ). As a consultant, she was asked to assess the degree of maturity in project management for different companies, set up project management offices and adapt methodologies for management and collaboration tools. She was vice-president of gp3 - Groupe Conseil, which she co-founded in November 2002. She has completed management tasks and has successfully completed several mandates with public organizations.
She is currently Director of the Project Office at the DGTT of the Revenu Québec Agency.
Agile Project Management is very popular since the last 10 years, but many people don’t understand well the initiation of agile projects. With a case study, Mr. Gilbert will present the 3 crucial artefacts to produce in the Sprint 0 (Sprint zero) using the SCRUM approach: Product Vision, Product Backlog and the Release Plan. This workshop will include few practical exercises (plenary and team sessions).
Carl M. Gilbert, Eng. MPM PMP ACP RMP PfMP OPM3 is senior program director for all project management courses at Technologia. He has more than twenty-two years of experience in project management in IT and construction, as a consultant, project manager and training facilitator. Since 1995, he specializes in strategic consulting in project management and portfolio management, including Project Management Offices (PMO) implementations, organizational maturity assessments and project managers competency development.
He was a member of the Board of Directors of the Chapter of Montreal of the Project Management Institute from 1996 to 2005 and from 2011 to 2012 where he was president until August 2005, and also executive vice-president from 2002 to 2004 and from 2011 to 2012. He is also Director of Certification and Training Programs at PMI-Montreal since 1999.
Not only is the Jacques Cartier Bridge emblematic of Montreal, it is also an urban icon with unique historical and architectural value. It is one of the greatest technical achievements of the 20th century, and as such, its illumination will be a central element in the celebrations surrounding Montreal and Canada’s 375th and 150th anniversaries, respectively. A multidisciplinary approach has been key in creating a project this unique and innovative. The lights will reflect the dynamic character of the city’s seasons and citizens. The Jacques Cartier and Champlain Bridges Incorporated (JCCBI) are proud to pool their expertise in civil engineering and managing major projects by piloting this project that will let Québécois know-how shine. The project, which was conceptualized and designed by Moment Factory and six multimedia and lighting studios in Montreal, presents some interesting challenges. Discover how engineers from different fields have collaborated in creating this signature visual hallmark for Montreal.
Pascal Villeneuve, Eng. , Project Director, The Jacques Cartier and Champlain Bridges Incorporated (JCCBI)
Pascal Villeneuve has a degree in construction engineering from ÉTS and has more than 15 years of experience in the engineering and Project Management fields. As a Project Manager, he oversaw civil engineering and road network projects for a general contractor for more than 8 years. He joined the JCCBI team in 2010 as the Director of Construction Services and has been their Project Director for 3 years. He has most notably overseen the replacement of the Honoré-Mercier bridge deck and the illumination of the Jacques Cartier Bridge.
Marie-Josée Legault has a master’s degree in Industrial Relations and a PhD in Sociology. She teaches at the undergraduate level in labour relations and fields related to human resources management and industrial sociology. She teaches human resources within a project at the graduate level.
She has conducted research and has been specialized in project-managed work environments since 2000. She has studied custom software design work (business technology services) and video games: work conditions, work regulation, conflict management, issues in knowledge sharing, representing workers’ interests, professionalization of project managers, female presence in these environments and managing human resources within a project.
How can we transform our Network while enhancing the customer experience at lower costs?
By adopting an approach based of Agile and Lean principles and values.
Come discover the challenges our PMO office has faced, how it has redefined itself and which role is playing during our Lean/Agile transformation journey.
Jean-François Guay, Eng., M.Eng., PMP
Senior Manager, Network - Operational Support Systems
Governance and Project Management Office
Jean-François Guay has a bachelor degree in electrical engineering with a specialization in telecommunications from Université Laval à Québec and a master’s degree in engineering management from Université de Sherbrooke. He is also a certified PMP and has both Safe4.0 and PROSCI’s Change Management Practitioner certifications.
Mr. Guay has more than 25 years of experience in telecommunications and information systems at Newbridge Networks (Alcatel), Bombardier, Bell Mobility and Bell, among others. He has developed his expertise in different positions such as systems engineer, data network architect, director of network operations at Bell Mobility ARDIS, director of R&D and investments, director of planning and architecture and director of business analyses.
He is currently senior manager Governance and Project Management Office at Bell Network Operational Support Systems. He is member of the Ordre des ingénieurs du Québec and of PMI.
Mr. Zelikovitz will discuss the improtance of developing and implementing a culture and processes that enable an organization to align its projects with the strategic objectives of the organization through an effective Benefits Realization Management process. With a focus on PMI's 2016 Thought Leadership Series - Creating lasting value: Benefits Realization Management, Mr. Zelikovitz will highlight a number of key issues including, but not limited to:
- Strengthening benefits awareness within the C-suite and with project management practitioners;
- Who is responsible for identifying, managing and sustaining project benefits - establishing benefits ownership and accountability;
- How do you measure benefits (tangible and intangible), and how should they be prioritized.
Evan Zelikovitz is Corporate and Government Relations Manager for PMI in Canada. Evan is responsible for working and engaging with both government and private corporations in assisting them with their project, program and portfolio management practices and capabilities. Mr. Zelikovitz helps organizations and their project management practitioners better understand and recognize the strategc value of project management with the objective of helping organizations and individuals realize project and business success.
Located in Canada's capital of Ottawa, Mr. Zelikovitz holds a Bachelor of Social Science from the University of Western Ontario and a Bachelor of Laws from the University of New Brunswick.