Biography

Sandra Medina is a mechanical engineer specializing in industrial and logistics project management. With an international background as both a project manager and consultant, she supports major organizations in the infrastructure, energy, industrial, and manufacturing sectors.

She works on complex projects requiring multidisciplinary coordination, structured planning, and strengthened governance. Her expertise includes structuring strategic schedules, optimizing project control processes, clarifying roles and responsibilities, and facilitating collaborative workshops that promote long-term ownership of best practices within teams. She currently serves as a Project Performance Catalyst at Orlade Group North America.

Workshop Description

How can a project schedule—often perceived as a mere contractual requirement—be transformed into a living tool for strategic, collaborative, and decision-driven project leadership?

Drawing on a case study from a major infrastructure joint venture, this workshop presents a concrete approach that enabled the co-construction of a planning strategy and a shared, transparent, and easily replicable governance model. This transformation relied on clarifying roles and responsibilities, defining escalation mechanisms, and facilitating participatory workshops and training sessions to foster collective ownership of best practices.

Through a progressive and collaborative dynamic, the schedule becomes a lever for anticipation, coordination, and decision support—rather than simply a contractual deliverable. The PMI M.O.R.E. approach (Manage Perceptions, Own Success, Relentlessly Reassess, Expand Perspectives) serves as a guiding framework to instill a culture of sustainable, aligned, and transferable project governance.

Objectives

By the end of this workshop, participants will be able to:

• Understand a structured and collaborative approach to transforming the schedule into a strategic management lever

• Apply a clear model linking strategic, tactical, and operational planning

• Adopt a planning governance framework adaptable to various organizational contexts and governance models

• Integrate a pragmatic change management approach, including perception management, adoption, capability building, and continuous improvement

• Leave with concrete practices to establish sustainable, shared, and value-driven planning.