SeminarsWorld® in Rome

4–5 May 2017 | 9:00 - 17:00

Rome Cavalieri, Roma, Italy

SeminarsWorld in Rome offers two-day in-depth courses, designed for small groups and hands-on learning. Focusing on one topic, each seminar will offer a variation of case studies, individual or group exercises, lectures, and discussion, providing you with real-world knowledge in a classroom setting.

Seminars do not conflict with congress sessions and can easily be added to your congress registration. To register, select "EMEA Congress and SeminarsWorld" to attend both Congress and a SeminarsWorld course or "SeminarsWorld Rome" to attend a SeminarWorld course only.

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All seminars qualify for 14 PDUs and 1.4 CEUs.

Seminars Offered

SEMINAR & INSTRUCTOR BRIEF DESCRIPTION KEY TAKEAWAYS

Advanced Leadership Development: Leadership, Teams, Objectives & Influences

Olivier Lazar

Explore how to define individual and group objectives beyond the classical and outdated SMART model; discover how to identify individual drivers for action and use them to move a project forward; explore how to conduct effective and influential meetings to put your teams in an action and performance mindset; and learn to use Influence techniques to overcome resistance in its different form.
  • Define objectives in order to empower and motivate team members
  • Identify individual drivers to commit and engage team members
  • Explore cultural aspects to consider in a leadership role
  • Identify resistance factors and overcome them using influence and conflict resolution techniques
  • Develop a collaborative mindset and environment by fostering trust and integrity

Benefits Realization Program Management

Crispin ("Kik") Piney


Most companies make a profit on small projects and lose a fortune on large programs. This is a widespread problem but is not inevitable. In general people do start correctly by defining the desired result in terms of beneficial strategic changes. Politics and wishful thinking then take over to inflate the value of the benefits while playing down the costs and risks of the solution. This course uses a detailed case study that the participants work through step by step, It provides the concepts and tools to ensure the creation of a profitable, honest and verifiable business model. It also explains how to ensure that the inevitable changes during the program lifetime are incorporated effectively. It uses the same business model for progress tracking by applying the unique concept of Earned Benefit. The concepts are explained and translated into algorithms. Case studies provide hands-on practice with the theory and the tools

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  • Explain how to differentiate between projects, programs and portfolios and understand the contrasting mind-sets required to manage each of these domains effectively
  • Define the business objectives of a program or portfolio in measurable terms
  • Define the basic concepts of the creation and use of a “results chain” for strategic benefits analysis, planning and tracking
  • Produce an unbiased business case developed by estimating the business value independently from the implementation costs, prior to integrating them both into a consistent and objective solution framework
  • Create an interdependency network of all of the intermediate outcomes and results to achieve the global objectives (a Benefits Realization Map – BRM)
  • And much more!

Delivering Strategic Initiatives with Program Management


Michel Thiry



In the last few years, PPPM roles have expanded to include the delivery of strategic initiatives and the realization of business benefits. This course is designed to help practitioners define what program management is and is not, gain in-depth understanding of program management, and develop capacities to lead business initiatives. This will be achieved by share real-life examples with others and discussing different approaches to program management. In addition, the seminar will provide strategies for marketing program management and your programs to stakeholders.

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  • Understand the personal and business requirements necessary to manage a program
  • Align actions and decisions to organizational objectives and strategic goals
  • Adjust to changing circumstances and realignment of objectives
  • Support change and decisions to realize strategic & business objectives
  • Appreciate the use of program resources to ensure benefits delivery
  • Demonstrate capability to oversee multiple interdependent and interrelated projects.
  • Recognize the role of the program manager as the sponsor for projects within their program

Next Generation PMO and Portfolio Management

Jack Duggal

How do you build and sustain a PMO for today's disruptive world? How do you enhance strategic execution capabilities? How do you transform your PMO to the next level? How do you provide sustainable PMO value and results? This seminar is designed to address these questions and more with real-world PMO and portfolio management practice and experience from leading PMOs worldwide.

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  • Describe the DNA of a successful PMO
  • Define next generation insights for building and transforming the PMO
  • Understand the process of PMO maturity including the identification of how and when to apply agile techniques
  • Create strategies for creating action plans, measuring value and results: Demonstrate portfolio management techniques; navigating organizational change; and effectively leverage tools and technology to gain desired results.

Project Risk Management Master Class


Kate Boothroyd

All projects are risky, and effective risk management is a key contributor to project and business success. Project risk management is well established, with an agreed process, accepted methods and proven techniques. Despite this consensus, some elements of risk management are still problematic. This intermediate level master class addresses these sticking-points, presenting practical solutions to the most difficult parts of the risk process. 

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  • Recognize key concepts: relating uncertainty, risk, threat and opportunity
  • Summarize the risk process
  • Explain issues with identification: finding and describing risks
  • Examine aspects of assessment: defining scales and understanding exposure
  • Recognize realistic responses: strategies and tactics
  • Explore how to keep it alive with communication and buy-in













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