Post date: 15-Oct-2009 06:16:57
This presentation focuses on a case study of a Semiconductor company where 600 engineers were trained for six months and team members of 50 large projects were coached for one year in the application of PMBOK principles. A key element to the success of this project was strategically aligning this cross functional organization. This implied: scoping the program, implementing the right governance, and developing PMBOK training guidelines to suit the customer using a participative approach.
Our esteemed speaker this month will focus on the strategic approach used in this project and highlight challenges, supporting tools, and lessons learned.
Mr. Robert Twiddy has managed large programs across many industries including: technology and telecommunications, finance, healthcare, transportation, manufacturing, and oil and gas.
Despite his original background in Accounting (member of the ACCA Institute), Robert began his career as a Computer Development Engineer and climbed the “corporate ladder” to become a Program Director at ICL. He then served as a VP of Network Engineering in Digital Equipment Corporation. He was also a Consulting Director at Renaissance Solutions, working with David Norton on the development of the Balanced Scorecard. Robert also owns K-solutions, which is a knowledge management consulting provider for large conglomerates.