Roger will explain how Desjardins Group laid the foundation for a high-performance project management model, focused on making things simple and efficient.
The model takes an initiative-driven approach. Project managers are expected to establish winning conditions from the very start of each project, and to foster performance dialogue. First, baseline initiatives centre on governance and project structure. Next are performance initiatives, which deal with delivery method, project planning and reporting. The final step is to monitor projects that have these initiatives in place and strive for continuous improvement—an essential step to ensure the changes have effectively taken root.
A particular challenge of large organizations is people management. Providing the right support is essential to making sure change is effectively and successfully implemented. Roger will explain how Desjardins uses a team of navigators that support and guide key project teams and encourage them to adopt new ways of working. He will also explain how skills development initiatives tailored to specific project management roles have been built into the Project Evolution Program.
Roger joined Desjardins over three decades ago. He began his career as a telecommunications analyst in charge of Desjardins’s various private networks. He later moved into management, overseeing Desjardins’s telephone systems, which were essential to the transformation of Desjardins’s first customer contact centres. In 1998, he joined the team responsible for Desjardins’s online banking platform, AccèsD, first as director and eventually vice-president. He oversaw the management of Desjardins’s client websites, electronic transfer systems, customer contact centre (1-800- CAISSES) and student loan centre.
Roger is an excellent communicator. As a manager, he is both action-oriented and results-oriented. He is known for being a perceptive listener, able to synthesize the feedback he gets from others and put it to effective use. When it comes to work methods, he is a strong promoter of teamwork and innovation as a means to reach Desjardins’s business objectives. He is also known for his strategic vision and leadership abilities, both within his own team and among his peers.
Roger holds a bachelor’s degree and a management MBA from the Université de Sherbrooke.
Roger Tessier has been Vice-President and Program Director of the Project Evolution Program since 2014. He is responsible for putting disciplined and harmonized project management practices in place at Desjardins. He is also currently the interim Vice-President and COO of the Caisse Network Shared Services Centre.
Agility is currently on-trend: we hear about “agile organization” constantly, yet we don’t actually know how to define the term. This lecture will consist of two parts: the first will go over the expression’s different definitions. The second will present a case-study of an organization with functional administrative silos which was transformed by putting multidisciplinary and versatile teams at the heart of its operations. The organization’s agile teams followed Scrum methodology, but weren’t successful in implementing agility into the organization. This case demonstrates how agility concepts and practices must be adopted by more than just working teams in order to make an entire organization agile. It also demonstrates concept of agile organization which goes beyond agile teams.
Governance of major public infrastructure projects has been studied for decades as an integral part of project management. Despite this interest in understanding the mechanisms and the complexities of these major projects, their execution still isn’t satisfactory in terms of performance. On the theoretical side, most studies on the subject have covered economic and institutional perspectives as well as quotas. Yet we still know very little on how stakeholders translate and apply governance frameworks in practice. This doctoral thesis aims to study how a governance framework of major public infrastructure projects translates into practice. The government of Quebec implemented a governance framework in 2008. The research studies multiple cases (specifically, four cases, each relating to major projects) under a Quebec government. The preliminary results of this research, based on main analysis strategies of anchored theorisation, will be presented during this lecture. The main goal of this study is to increase the understanding of project governance as it is applied in practice, and how it is translated and enacted by stakeholders (governance as a practice).
Maude Brunet, MGP and PMP, is a Ph.D. student in Administration (specializing in Project Management) from ESG at UQAM.
Her area of study covers the governance of major public infrastructure projects. She has nearly ten years of project management experience and was an administrator for PMI-Montreal from 2012 to 2013. She is currently a lecturer at ESG UQAM and is also very active with GP-Québec, a community of management practices of public projects in Quebec.
“Implementing new technologies and tool projects triggering a deep change in people and culture represents a huge challenge!!! During this session we will share how to successfully integrate Project Management and Change Management best practices enhancing knowledge sharing, knowledge management and internal collaboration. You are encouraged to come to our session and learn about “our story and journey” from project conception, pilot, lessons learned and the full deployment of the collaboration tool across different business units at Bombardier.”
Ms. Sapene holds a bachelor degree in Business Administration and a Masters in Human Systems Intervention at Concordia University as well as a Certificate in Corporate Social Responsibility from the Toronto University and a certification as a APGM CM Global Facilitator. She posses over 25 years of experience in the Project Management and in the Change Management field. She specialized in strategic analysis, business redesign, processes and system implementation. As the Director of the People Change Management – Product Life Cycle – Engineering at Bombardier, Ms. Sapene leads teams at the forefront of innovation in international, multicultural and complex business transformation projects. In partnership with Aero Montreal, she led the conceptualization, design and deployment of the `Passion for Flight` program aiming to inspire youth towards science and technology. The program is currently deployed in different countries around the world. Currently she is leading the people aspect of a mayor transformation initiative in Knowledge Management – the SharePoint implementation across Bombardier. She is a frequent speaker at global and local change management conferences, including PMI, HEC, McGill, IT Chapter Montreal, Alia and others. Merling teaches Change Management at McGill University – Extended Adult Education - Project Management Program. Board Member of HPTC, Health and Hope, and Iscola
The PMBOK ®, a reference guide in the field, is revised every four years. The new edition will be available in 2017. Come learn about the process of reviewing PMI’s standards and on the changes PMBOK ® has gone through. Have project managers from Quebec influenced this new edition?
Alejandro Romero, Ph. D., PMP
A master’s level Project Management professor at the École de Sciences de la Gestion at UQAM, Alejandro has more than 12 years of experience as a project manager in IT and in organisational transformation, having worked in Canada, Mexico, Venezuela, Colombia and Chile. He has participated in many initiatives developing the profession of project management in Quebec and internationally. He is currently collaborating with PMI in revising the 6th edition of the PMBOK ®.
During the initial phases of a project, a manager must take into account how different existing requirements must be integrated into said project. The Montreal Metro, with each of its stations exhibiting a rich cultural heritage (“One station, one architect”), is a perfect example of the many complex issues a project manager can be faced with.
Through tried-and-true as well as creative examples, our speaker, Mrs. Sonia Vibert, will present different intervention strategies necessary to outlining project content at the STM, thus demonstrating how a manager must sometimes think outside the box in order to ensure a project’s success.
Sonia Vibert is a PMP and architect working on large-scale projects. As the Director of Studies at the Société de transport de Montréal, she outlines and plans projects all the while ensuring their administrative approval. She has a master’s degree in Conservation of Built Heritage and has accumulated nearly 20 years of experience in construction, including her years in the public sector as a project manager for the City of Montreal for large-scale projects and as head of architecture at the STM. She values heritage conservation and harmonious city planning. She is active in implementing best practices in project management.
Business transformation is a radical and risky change approach that enables organizations to add substantial value and survive in face of increasing environmental pressures. To succeed, business transformations should be managed as projects. In academic and practice literature, frameworks were suggested to guide organizations through a business transformation journey. We analyze three business transformation frameworks from a project management perspective. We find that such frameworks could be seen as project delivery approaches. Nonetheless, project management knowledge areas are not evenly embraced by all frameworks. We conclude with a discussion on the practical and research challenges of the use of these frameworks
Sedki Allaoui is a business optimization specialist at CN (Canadian National Railway Company). He has experience in manufacturing, transportation and supply chain industries. He acted as a change agent and project manager for various change initiatives such as information systems implementation, process improvement and organizational structuring. Recently, he is focusing on more radical change initiatives that transform organizations and enable their competitive advantage in face of business and economic turmoil. He is also a PhD candidate at Ecole Polytechnique de Montreal. His research is focused on developing a collaborative planning model for transformational projects.
Sedki is a member of the OIQ (Ordre des Ingénieurs du Québec), a PMI student member, and an APICS student member. Academically, he is a member of the Jarislowsky / SNC-Lavalin Research Chair in the Management of International Projects, and of the CIRRELT (interuniversity research center on enterprise networks, logistics and transportation).
Sedki has a bachelor in industrial engineering, and a master in technology management from Ecole Polytechnique de Montreal. He is also a certified lean project leader and six sigma green belt from McGill University.
First hand account and discussion about managing cultural and artistic projects. Topics broached: tasks at hand and constraints related to the public sphere, managing setup and takedown, mobilizing teams versatile enough to handle the ephemeral nature of such projects. Participant discussion can lead to additional leads.
Jean-Philippe Roy has been working in festivals and events for over 15 years. He is the Chief of Operations of the Just For Laughs Festival and is the founder of his own Event Logistics business, on top of being a consultant and trainer.
The speakers will discuss the important contractual aspects for the Project Manager : what should be monitored and when to ask for help.
They will review the aspects, inter alia : governance, the stakeholders, ethics, risk management, liability, etc. Everything that the Project Manager should know to be adequately protected and to get the appropriate tools: How to read contracts, What to monitor and When to ask for help.
This paper is grounded in 25 years of “engaged scholarship” and trailing research within a major multinational organisation. The problematic depends on the level of uncertainty and complexity both in project characteristics and in a pluralistic context: how do we continuously enact and (re)create in-house standards & guidelines? The paper offers a critical realist conceptualization. We deliberately choose a box-transcending approach relying on 1) organizing as problem-solving; 2) routines and their dynamics of (re)creation and; 3) Convention theory. Thoughtful bricolage epistemic script supports the conceptualization, illustrated by number of examples from the organisation, and leading to managerial implications. We argue that opening the black box of project organising through Christophe Bredillet bricolage may be helpful in revealing some of the dynamics at stake, and allows to consciously and meaningfully influence them while recognizing the limit of individual “rational” actions.
Directeur Du Comité De Programme Des Cycles Supérieurs-UQTR
Professor Dr. Christophe Bredillet, is one of the leading scholars in the fields of Strategic Management, Project Management and Organizational Management. He is not only the author of numerous research papers, books and articles, but has taugh project managers in Colleges and Universities in Europe, Northa America and Australia.
He shares with us his unique, worldwide, experience.
As an advisor at the Institute of Product Development since 2005, Nathalie Blouin is responsible for Advanced Networks and accompanies enterprises working in the domain of innovative ideas. She started the Sustainable Development initiative in product conception in 2005 and directed the research on the economic returns of Eco conception in 2008 and 2014. She has also been teaching in the Engineering Management Master’s program at l’Université de Sherbrooke since 2008. Before joining the Institute, she spent fifteen years working for large manufacturing firms, including Bombardier Recreative Products, Schlumberger and MEGA Brands. She holds a Bachelor’s degree in Industrial Engineering and a Master’s in Engineering Management.
At the heart of the Jewish General Hospital, the intensive care Pavilion (Pavilion K) constitutes a major project of approximately 425M$, for a total area of more than 80,000 m2. Amongst other elements the project is composed of underground parking, new emergency, technical platforms, intensive care units, state of the art operating rooms and a new patient care tower unit. This immense endeavour required the intervention and work of hundreds of people over a time span of 8 years.
It is specifically for this type of multi-client project, realized over several generations of work groups where a multitude of specialties needed to interact, that risk analysis, both on a quantification and follow up level, revealed all of its importance. Indeed, on all levels, particularly from the standpoint of the initial development of plans and specifications to the actual construction, through to the ordering of biomedical equipment and their integration within the building, each phase of the project brought to light a series of "alarm bells" for which the follow up and management proved to be crucial to the success of the project. Other less obvious dimensions of the project like change management and operational transitions, were not to be underestimated and showed a much more human aspect of the impact of risk management.
More specifically, how did the risk materialize itself, how was it taken into consideration, how was it managed, and how should it of been perceived in the future; are all points that this conference will be examining and illustrating.
He is responsible for prioritizing and implementing projects that support the provision of care and hospital services, as well as provide safe and comfortable environments for patients, visitors and staff .
He worked in the aeronautical industry in France, followed by over two years in Port au Prince, Haiti, in a plastics factory where he was in charge of overall production and maintenance. Mr. Bendavid started at the Jewish General Hospital in 2000 as a project manager, and was then promoted to Director of the project group. In this role, he also oversaw and coordinated activities connected with the operation of physical facilities in the hospital.
In 2007, Mr. Bendavid reorganized his team so he could take on the major expansion of the Radiation Oncology department. This project earned Mr. Bendavid and his team the Quebec Project Management Institute’s first place prize in 2011. Two years later, he assumed the position of the Jewish General Hospital’s Director of Technical Services and, in 2015 of the CIUSSS. In parallel he also was in charge of the construction of the 425M$ critical care pavilion, pavilion K, which opened on January 24 th , 2016.
Implementing a streamlined formal process for Project Management is essential, especially when projects are managed across functions. This conference tells the story of how a Project Management framework was successfully introduced to the Global Operations department at the adidas Group. It will share with you the Critical Success Factors and common pitfalls to be taken into consideration whilst implementing such a methodology in an organisation with a low level of Project Management maturity.
Graduated from the MPM, MBA and PMP certified, James Issam Mengad is specialised in strategic project management in a product development context. After having spent 4 years in the Aerospace industry, Mr. Mengad is currently Senior Project Manager in the Global Operations function at the adidas Group.
This conference intends to examine a particular area of public policy, namely the planning and implementation of projects combining the field of transport and the one of spatial planning. Such projects increasingly programmed in Canadian cities (at the metropolitan scale), generally offer better integration of development strategies with respect to individual transport infrastructures, regional planning and urban development at the local level. Specifically, projects considered propose to secure the so called structuring public transport networks (such as commuter trains, light railway or subway) to the development of new and dense neighbourhoods that are mixed and user-friendly, as well as located around key public transit nodes.
The Montreal regional context is a relatively dynamic one on the basis of this type of programming. The Montreal metropolitan community adopted in 2002 an ambitious metropolitan planning and development plan (MPDP) whose proposal was to direct 40% of future household growth by 2020 towards Transit Oriented Development (TOD) types of neighbourhoods. The latter would be located close to major public transport’s nodes. The potential in the region would be around 155 TOD areas. Moreover, the region is affected by a major project of light rail, the metropolitan electrical network. This project intends to create new transport routes of regional scale but the territorial links question land planning. Such a context raises significant challenges for public policy both from the perspective of project content as well as the effective implementation of projects. The integrated transportation-planning projects generally require adaptation to local issues (regionalization effects) and, they show a great density within the same metropolitan area (differentiation effect).
This conference is an opportunity to analyze the substantial dimensions of the TOD type’s projects in the Montreal metropolitan region; the question would be to find out what are the programmatic contents involved in these projects beyond the recommended models? What about meeting populations and regional needs? In addition, the conference aims at dealing with terms and instruments of production and implementation of these highly complex projects. The number of actors (public, private, social), the programming elements (transport supply, land use density, mixed use, etc.), as well as resources (human, financial, etc.), all these aspects raise important questions with respect to governance and control of such projects. This procedural control not only requires a political support, but also various negotiations process between stakeholders at different stages of the project. Our analysis focuses on these processes. Thus, we shall present the Montreal TOD projects tools that manage some of them in order to promote co-construction of contents. Beyond processes, we will also identify instruments in projects implementation. We will assess the scope of processes on the content of integrated transport-planning projects, as well as the leverages and barriers to collective action.
Since June 2015, Florence Paulhiac Scherrer heads the Research Chair ‘’Innovations and Integrated Transport – Planning Strategies’’ (In.SITU), attached to the School of Management (ESG – UQAM). The Research Chair In.SITU is a place of research and support to decision process that is unique in Canada. It gathers together a community of researchers and stakeholders working as a team on major issues for the future of our cities. The ambition of the Chair In.SITU is to contribute to knowledge and applied solutions in order to improve the quality of our urban development and mobility services from a perspective of sustainability. Following are the objectives of the Chair In.SITU :
Florence Paulhiac Scherrer is also member of the network of urban and spatial studies ‘’Villes Régions Monde ‘’ (FRQSC), and the Centre for Research on the City (ESG UQAM). Her research focuses on the urban policy, analysis and planning in the field of urban planning, management of transport and urban mobility, from the perspective of consistency in public action. The content analysis of collective action is studied on the basis of processes related to building, decision-making and implementation of action. These works assess the instruments of action and their impact on the content of urban action. Overall, this research does possess a large impact and several works were held within the framework of research – action. Professor Florence Paulhiac Scherrer currently leads a SHRC research ‘’Savoir’’ (2015 – 2020) on the TOD projects in Canada entitled ‘’Assessment of a coordination transport – planning instrument’’. Among completed research works, three most recent include: firstly, research (PREDIT, 2006 -2007), on the assessment of consistency of urban mobility plan in France, from the perspective of instruments and coordination processes (Paulhiac and Navarina, 2007); secondly, the research (PUCA, 2005 – 2008), on the role of planning sustainable urban development in Grenoble, Lyon and Montreal (Gauthier and Paulhiac, 2008); and finally, (PREDF, 2010 – 2012) on knowledge of daily mobility and changes in urban collective action of greater metropolitan Lyon.
Curious about mindfulness? Want to learn effective strategies for reducing stress and increasing well-being at work? This lecture will introduce a scientifically validated and powerful practice that can help you cultivate a clear mind and a new way of relating to workplace stress. Mindfulness–the practice of open and nonjudgmental awareness in the present moment–is to the mind what physical exercise is to the body: a way to stay fit, flexible, and focused. Practiced broadly in traditional Buddhist meditation, mindfulness is now widely used in top organizations to help employees gain focus and reduce stress. This lecture will give you a chance to practice meditation, learn about the latest science on mindfulness, and get tools for incorporating mindfulness into your workday. Don't miss this opportunity to experience what mindfulness is all about, and to begin enjoying the benefits