PMI Global Congress 2013-EMEA

Join thousands of professionals in project management from across the globe to participate in a program and exhibit hall that will provide practical information to increase efficiency, productivity and profitability while tackling the challenges facing the project management profession.

Earn up to 19 PDUs at congress and 14 more with participation in SeminarsWorld*)

Network with thousands of your professional peers

PMI Global Congress 2013—EMEA will take place at the

Istanbul Congress Center

Istanbul, Turkey


Seminar topics include:

Seminar Title: The Agile PMP®

Instructor: Karlheinz Muenchow

Thursday-Friday, 25 April-26 April 


Take two days to immerse yourself in agile project management. Start by learning scrum and DSDM, and then take it up a notch by drawing the “big picture,” based on real-world implementation!

Find out how your PMP® certification and the PMBOK® Guide align with state-of-the-art agile principles and practises so you can position yourself for the demands of the creative economy.

Project managers with knowledge in traditional as well as agile approaches have a sought-after skill set; why is this? Because companies seek people who understand the big picture and can fit the process to the needs of the project and not the other way around.

Join us and together we will take an all-encompassing look at agile approaches and learn how they influence modern project management. We will take a pragmatic approach to “going agile,” based on real-world experiences, because today's business world requires efficient,

streamlined project management and places a premium on innovation, creativity, teamwork and flexibility.

This programme is not based on theory but on actual agile rollouts the instructor has led in organisations around the world, including India, Brazil, Europe and throughout the United States. Do not miss this event!

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) areas covered: 


Who Should Attend?

Project managers, programme managers and anyone interested in agile methodologies

How Will I Benefit?

  • Get the big picture: traditional, agile, flexible, hybrid and within phase-gate governance
  • Learn agile project management and understand why companies adopt it
  • Explore agile in a project, programme and portfolio context
  • Analyse the pragmatic implementations of agile—see where it makes sense and where it doesn't
  • Learn how to balance the short-term commitments of agile along with the long-term business expectations
  • Position: agile, lean, flexible, waterfall, scrum, DSDM and more
  • Learn about pragmatic hybrid approaches: implementations from the real world
  • Change presents opportunities: learn how to re-position yourself as an agile Project Management Professional (PMP)®
  • Explore how agile project management is used to manage a wide variety of projects (development, services, marketing, sales, operations, deployment and other domains)
  • Determine how to best scale agility to the programme and portfolio level

What Will My Seminar Experience Cover?

Learning Objectives and Agenda

To facilitate learning, the course consists of four, well-designed manageable sessions, each devised with targeted information and objectives. You will benefit from observing numerous real-world examples of the agile approach in action, allowing you to clearly see how it helps companies elevate their performance in practise and not just theory.

(1) Introduction to Agile 

Objective: To provide a pragmatic overview of principles, practises and methodologies

Key Lessons:

  • What is agile?
  • What are its philosophies, values and attributes?
  • What sorts of challenges can it resolve?
  • How can agile produce products faster, cheaper and better?
  • Who uses it and how? Does it work? Are there case studies?

(2) Agile Project Management with Scrum 

Objective: To develop a thorough understanding of this project management framework, recognise its potential, identify its uses and experience the difference it makes through actual projects

Key Lessons:

  • What is scrum?
  • What does a scrum project life cycle look like?
  • How do you scale scrum?
  • How do you manage a project using scrum?
  • How do I plan and estimate with scrum?

(3) PMBOK® Guide and Agile Project Management 

Objective: To explore the correlation between A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and agile methodologies

Key Lessons:

  • Are the PMBOK® Guide and scrum compatible?
  • How does the PMBOK® Guide support agile methodologies?
  • How do the waterfall and scrum life cycles compare?
  • How are the PMBOK® Guide processes implemented in the traditional and agile approaches?

(4) The Agile PMP®

Objective: To explore how a certified Project Management Professional (PMP)® can be more valuable to his or her team and organisation by adding agile knowledge to his or her toolbox

Key Lessons:

  • How can the PMP® certification, the PMBOK® Guide and agile be combined to super-charge my career?
  • What roles and responsibilities can a Project Management Professional (PMP)® pursue in an agile environment?
  • What needs exist in the market for a Project Management Professional (PMP)® with agile expertise?
  • How can you apply these principles to your job?
  • How can you be more valuable to your company and advance your career by knowing agile?
  • What sorts of new career paths can open for you by knowing agile?
  • What would my career as an agile project leader look like?

Seminar Title: Next Generation PMO and Portfolio Management

Instructor: Jack S. Duggal

Thursday-Friday, 25 April-26 April 


The project/programme management office (PMO) has been a growing trend in recent years, although the reality of a turbulent business environment is posing new challenges for implementing and sustaining PMOs. The pressure to deliver more with less and reduce overhead has

reated a need to find innovative approaches.

Whether you are building a PMO to support and enhance your project management capabilities or to focus on the strategic aspects of portfolio management, you may encounter implementation challenges and mixed results. Although the PMO can offer tremendous benefits and have a

strategic impact, the challenge is on the focus of the PMO and the way it is implemented and sustained.

This seminar is designed to anticipate and answer the questions associated with the creation, implementation and sustenance of PMO and portfolio management excellence. Beside the traditional elements of a PMO, this seminar will outline the steps necessary to establishing or

enhancing and transforming to a next-generation PMO that focuses on both the tactical and strategic aspects.

You will learn how to apply next generation approaches to transform your PMO to an agile and adaptive PMO to support and integrate the changing complexity of today's project/programme environments.

This seminar will also focus on creating the right environment for portfolio management by providing a framework for project selection, prioritisation, oversight and governance. Every organisation is unique and this seminar will provide a framework that will help you to assess your

organisational environment and culture and craft a customised plan to evolve your PMO and portfolio to the next level.

Who Should Attend?

  • Project managers
  • Programme managers
  • Project/Programme office staff
  • Managers and consultants with an understanding of project management concepts who are interested in setting up or enhancing project offices
  • Senior managers who want to standardise project management processes and methodologies
  • Executives or consultants interested in establishing organisational project management (OPM) practices or advancing project management capabilities

What Will My Seminar Experience Cover?

  • Building a PMO: Review the DNA of the PMO - the core elements necessary for a successful PMO and design a PMO structure that is appropriate for your needs.
  • Agile PMO: Identify the necessary elements to transform your PMO to an agile and adaptive PMO to support and integrate agile practices
  • Next Generation PMO: Distinguish between traditional and next generation PMO and the need to transform and re-invent the PMO for today's business environment.
  • Portfolio management: Review and customise a process that will work for your organisation. Promote organisation-wide consistency with regard to portfolio management objectives, processes, roles and responsibilities.
  • PMO-in-a-box: Evaluate a project and process management framework for your organisation.
  • Measuring results and demonstrating PMO value: Develop a PMO scorecard and project dashboard approach to measuring results and demonstrating ROI.
  • Tools and technology: Review the latest categories of project and portfolio management systems and real-world examples of pros and cons of implementing enterprise project management tools and technology.
  • Charting an action plan: Craft a blueprint and develop a PMO plan tailored to your organisation's needs.

How Will I Benefit?

Develop and enhance the contributions you make to your organisation by learning how to:

  • Identify the key elements necessary for building a PMO. Determine the appropriate PMO strategy, tactics and operations for your environment and the application of the PMO lifecycle to your organisation.
  • Assess your organisation's level on the PMO continuum and review and discuss the PMI's Organisational Project Management Maturity Model (OPM3).
  • Apply the concepts of portfolio management and plan the evolution and linkage to the PMO. Outline Portfolio Management objectives, processes, roles and responsibilities.
  • Review the concept of “PMO-in-a-Box” – Establishing an enterprise Project and Process Management Methodology Framework for your organisation.
  • Distinguish between traditional & next generation approaches.
  • Assess the creation of PM communities for ongoing PMO development and fostering a knowledge sharing and collaborative project culture.
  • Implement PMO Scorecard based on metrics & measurement criteria that demonstrate strategic value & benefits.
  • Discuss success strategies and ways to avoid pitfalls in establishing and sustaining the enterprise PMO.

Additional PDU Opportunities

Besides 14 PDUs for attending this seminar you will also get an opportunity to earn 7 additional PDUs for participating in post-seminar application work (optional). You can get more details of how to participate in this program during the seminar. This is a great opportunity to earn an additional day's worth of PDUs at no extra cost.

Seminar Title: Conversational Leadership

Instructor: Jurgen Oschadleus

Thursday-Friday, 25 April-26 April 


Successful managers no longer rely on the traditional authority of the “command and control” culture to deliver outcomes. Increasing evidence suggests that force and directive behaviour does not lead to long-term commitment. Instead, managers need to foster relationships and

influence to build commitment and accountability in their teams. This requires a whole new management style – one focused on influencing individuals to deliver shared outputs.

It is no secret that success requires good communication skills but recent research into how the brain functions suggests we may need to change how we use our communication skills. It is not necessarily the flashy, highly visible leader that delivers the best results, but the leader

whose conversational questioning style elicits new thinking, fosters accountability and builds commitment and passion.

Using a case study approach, this seminar illustrates the communication challenges leaders encounter daily and then suggests alternate approaches based on research into the neurosciences, emotional intelligence and social awareness. Participants will experiment with various

conversational and questioning techniques to build trust, defuse conflict and develop thinking.

Who should attend?

This seminar is aimed at leaders and potential leaders in organisations – those who desire to communicate more effectively with stakeholders and clients, peers and team members. It is tailored for participants who understand that leadership is a decision that can (and must) be made at  

ll levels of every organisation.

Your seminar experience will cover:

  • Introduction and overview
  • Foundation case study
  • Understanding the power of conversations to shape outcomes
  • Mapping communication styles and how we process information
  • Reframing – using brain wiring to influence decision-making
  • Structuring effective conversations
  • Conversational techniques that defuse conflict and overcome thinking blocks
  • Strategies for dealing with difficult or hostile stakeholders
  • Advanced concepts – forward-looking feedback, trilogy, word pictures
  • Creating a 30 day action plan

Seminar Title: Managing Change Programmes for Business Benefits

Instructor: Manon Deguire

Thursday-Friday, 25 April-26 April 


Effective change management is critical to translating ambiguous and/or uncertain strategic goals into tangible benefits for the organisation. Project management is one of the most effective processes to deliver change initiatives on cost and in time but, in order to effectively deliver

business value, change programmes must be harmoniously combined with other disciplines like portfolio, strategy, business analysis and operations. 

This two-day seminar will outline how all these disciplines can be unified into an effective change management programme that includes both the “transform” and “run” sides of the business. It explains in detail how to elicit stakeholder requirements, how to develop a sound business

case and not only deliver potential benefits, but transition it into the business to realise value for the organisation. This interactive seminar will allow participants to share experiences and to apply their learning in a series of group exercises based on a real life case study.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) areas covered:

Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Human Resource Management, Project Communication Management, and Project Risk Management

Who should attend?

This seminar is for business change managers, portfolio managers, programme managers, chief project officers, project directors and senior managers who need to manage multiple projects to deliver business strategies. Also for experienced project managers who have reasonable

experience as project leaders and are interested in expanding their role and in understanding the strategic influences exercised on projects.

All participants should be experienced in projects and have business and strategic knowledge. Some organisational management and customer relationship experience is required. Project managerss must have interest in strategic and organisational concepts. Experience as, or good

knowledge of, project sponsor role desired.

How you will benefit:

Develop and enhance the contributions you make to your organisation by being able to:

  • Understand concepts of business value, organisational objectives and strategic goals
  • Translate high-level objectives into tangible value proposals through programme management
  • Define and initiate initiatives at different organisational levels to ensure successful business results
  • Demonstrate capability to oversee multiple interrelated change initiatives
  • Optimise use of resources from different business areas to ensure value realisation
  • Take responsibility for change and decisions to realise strategic and business objectives
  • Actively manage portfolio level initiatives for business value and stakeholders' benefits
  • Recognise why, when and how to combine operations, project, programme and portfolio management
  • Support the development of a comprehensive change programme framework and culture.

Your seminar experience will cover:


  • Organisational Context
  • Business Value
  • Change Approaches

Key Change Components

  • Transform and Run
  • Strategy & Requirements
  • Stakeholder Management
  • Decision Management
  • Benefits Management

Change Programme Life Cycle

  • Outputs and Key Documents


  • Assess the Need for Change
  • Define Value Proposition
  • Develop the Business Case


  • Benefits Realisation Plan
  • Programme Structure and Roles & Responsibilities
  • Programme Roadmap
  • Transition Plan

Deployment/Benefits Delivery

  • Initiate & Manage Change Components
  • Manage Resources and Interdependencies
  • Manage Programme Changes
  • Manage Change Transition


  • Measure Benefits Delivery
  • Manage Programme Completion


  • Change Programme Framework & Culture

What instructional materials will be used?

Lectures, case study, discussions, examples and group exercises and facilitated discussions.

Seminar Title: Programme Management: From Strategic Decision to Benefits Realisation

Instructor: Michel Thiry

Thursday-Friday, 25 April-26 April 


Programme management (PgM) is fast developing as the essential link between strategy and projects and as a vehicle for organisational change. It offers the means to manage groups of projects with a common business purpose in an integrated and effective way. Based on practical

applications of PgM in different countries, as well as the leading standards, this seminar reflects the most recent developments in the area as reflected in the instructor's recent book: Program Management. It offers an understanding of programme management's connection to business

strategy and value realisation. Additionally it emphasises the need for programme specific processes, based on an iterative life cycle and the management of multiple stakeholders and their expected benefits. The seminar reviews the best organisational structures for programme

management and develops knowledge of particular techniques required for managing programmes and enables them to practise their competencies and skills through a real-life case study. It is a good overview for Program Management Professional (PgMP)® certification candidates.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) areas covered:

Integration Management, Scope Management, Human Resource Management, Communications Management, Risk Management and Procurement Management

Other areas covered: Benefits and Value Management, Stakeholders Management, Project Governance

Who should attend?

This seminar is for programme managers, chief project officers, project directors and senior managers who need to manage multiple projects to deliver business strategies. Also for all project managers, who have a reasonable experience as project leaders and are interested in PgMP®

certification and in understanding the strategic influences exercised on projects.

What will my seminar experience cover?

Programme Framework

Strategic Value & Benefits

     Financial Issues

Programme Life Cycle

Programme Formulation

Programme Organisation

     Programme Business Case

Programme Deployment

     Leading the Team

     Programme Risks

     Project Review & Change Management

Programme Appraisal

Programme Dissolution


How will I benefit?

Develop and enhance the contributions you make to your organisation by being able to:

  • Understand alignment with organisational objectives and strategic goals
  • Demonstrate capability to oversee multiple interrelated projects
  • Define and initiate projects, assign project managers
  • Optimise use of programme resources to ensure benefits delivery
  • Take responsibility for change and decisions to realise strategic and business objectives
  • Actively manage business value and stakeholders' benefits
  • Recognise why, when and how to use programme management
  • Support the development of a programme framework and culture

What instructional materials will be used?

Lectures, case study, discussions, examples, group exercises and facilitated discussions. 

Each participant will receive a copy of the book Program Management by Michel Thiry.

Seminar Title: Project Risk Management

Instructor: George Merguerian

Thursday-Friday, 25 April-26 April 


Projects are inherently risky ventures. In this course, participants will learn how project risks are identified and assessed, and how to prepare mitigation and contingency plans. You also will learn about assigning risk management responsibility as well as tools and techniques for

identifying and analysing risks.

Who should attend?

This course is for project managers, project team members and senior managers who support project teams.

What will my seminar experience cover?

  • Manage project risks
  • Understand who needs to be responsible for what type of risks
  • Identify, analyse and plan for responding to risks
  • Monitor and reassess risks during the project’s execution
  • Pass on responsibility for risks after the completion of the project

Day 1

Review of key project management concepts 

         Unique features of a project 

         Project stakeholders 

         Project roles and responsibilities 

         Planning as a means of reducing uncertainty and risk 

         The key project plan elements 

         Project control elements 

Introduction to risk management 

         Defining risk 

         The PMI model and the six risk processes 

         Other risk models 

         Risk management planning 

Understanding risk responsibilities 

         What are the responsibilities of the project sponsor, team and final customer of the project? 

         Assigning risk responsibilities in the project team 

Risk identification and qualitative risk analysis 

         Identifying risks using a variety of techniques 

         Risk categories 

         Risk triggers and residual risks 

         Analysing risks qualitatively 

         Developing a risk register 

Day 2

Quantitative risk analysis 

         Why and when to perform quantitative risk analysis 

         Techniques for quantitative risk analysis 

         Computing the expected monetary value (EMV) 

Planning risk responses 

         Risk response strategies 

         Specific response actions and evaluation of residual risks 

         What to do with the EMV 

Monitoring and controlling risks 

         How to monitor and control risks 

         Using the key performance indicators (KPIs) to re-evaluate risks 

         Re-evaluating the reserves 

         Risk communications – reports and documentation 

         Evaluating your risk plan and its effectiveness 

Project hand-over and risk responsibility 

         Project closure and risk reporting 

         Communicating residual risk