ELEVATE! 2019 - 20th Annual PMI Manitoba Spring Conference

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Manitoba’s Premier Project Management Conference will be held on April 24 & 25, 2019 at Polo Park Canad Inns Destination Center. This event holds a great opportunity for Project Managers to ramp up their skills while gaining much needed PDU’s in a professional environment. This year's conference features 8 Speakers, 16 Sessions and 6 Keynotes.

 

Canad Inns Destination Centre Polo Park - 1405 St. Matthews Ave, Winnipeg, MB

Group Discounts Available for Groups of 10 or more.  Contact us here to arrange Special Invoicing.

 

Schedule

day 1 v3

day 2 v3

Speakers

 

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Bill Fournet

Bill Fournet is President and CEO of The Persimmon Group, the award-winning management consulting firm he founded in 2004. Bill has been a project leader for more than 25 years in the IT, engineering, manufacturing, and business change areas.  He has led or overseen large and mega projects in excess of $10 billion.

Bill loves to solve complex problems for organizations of all sizes, and remains hands-on at Persimmon, consulting clients of all sizes and across verticals. A sought-after speaker on Project Management, Leadership and Generational Diversity, Bill believes “we are in the midst of a great transformation.” From technology to generational issues, Bill analyzes workforce trends to help you understand the future of work and how to stay ahead in times of uncertainty.

Bill’s experience in managing high-performance teams has directly influenced the unique business philosophy and atmosphere that has created one of the leading small businesses today. The Persimmon Group was awarded the Blue Ribbon by the U.S. Chamber of Commerce for its success as one of the leading small businesses in America in multiple years. The Persimmon Group was also named multiple years to the Inc. 500/5000 list for the U.S. Fastest Growing Companies. The Persimmon Group has received the Families and Work Institute’s Effective and Flexible Workplace Award.

Bill earned a bachelor’s degree from Vanderbilt University and a master’s degree from Oklahoma State University.

Victoria Kumar PMP PMI ACP photo 1

 

 

Victoria Kumar

Victoria Kumar, PMP®, PMI-ACP® served as Director, PMI Board of Directors (2014 – 2016).  She is a former president of the PMI North Carolina Chapter where she currently serves as VP Programs.

Ms. Kumar served the North Carolina State Government for several years as PMO Program Manager, where she developed the PMO for NC Office of the State Controller. She was Senior Program Manager at AIG United Guaranty, where she led the EPMO in its Enterprise Agile transformation effort. She currently serves as Principal Project Portfolio Analyst at Red Hat, Inc.

She has travelled worldwide, providing leadership development and project management seminars.

Ms. Kumar holds master’s degrees in pure mathematics and in computer science from University of Waterloo (Canada), where she has also earned PhD credits in management science. She has a master's certificate in IT Project Management from George Washington University. She is a graduate of the PMI Leadership Institute.

Brown 54HR oval

 

 

Douglas Brown

Dr. Douglas Brown is the founder of Decision Integration LLC. He provides training and consulting to help organizations kick the habit of just accepting failure and confusion, and behind-the-scenes consulting for managers experiencing challenges in bringing needed practices into their organizations. His first book, "Let It Simmer: Making Project, Portfolio and Program Management Stick in a Skeptical Organization", addressed creating change without imploding the organization and laid out the Simmer SystemSM, which integrates his four other books on portfolio and risk management.  In 20+ years managing and consulting, he has saved millions of dollars in public and private organizations bringing programs under control and hundreds of millions through new program concepts. He has been a speaker at numerous PMI venues, ProjectWorld, and PM Summit and well as numerous webinars and podcasts. Residents of Alexandria, Virginia, he and his wife enjoy live arts, dogs, and travel.

Peter

 

 

Peter de Jager

Peter de Jager is a keynote speaker/writer/consultant on the issue of managing change of all shapes and sizes in all types of organizations. He has published hundreds of articles on topics ranging from Problem Solving, Creativity and Change to the impact of technology on areas such as privacy, security and business. His articles have appeared in The Washington Post, The Wall Street Journal, The Futurist and Scientific American.

His presentations and workshops are highly interactive, fun, irreverent to mistaken ideas and most distinctively - provocative. He forces (entices?) the audience, by demonstrating conflicts between their stated beliefs and behaviours, to think differently about what they thought they knew.

Joe

 

 

Joe Perzel

Joe Perzel has been leading projects of all sizes and managing staffs since 1982 in both a corporate and vendor capacity.  He has a background in multiple industries including healthcare, insurance, finance, government, non-profit, K12 and higher education, audit and compliance, manufacturing and agri-business.  Presently Joe is Partner JPerzel Inc. as well as Program Manager at Surescripts LLC. He has also held leadership positions at Cargill, MN Workers Compensation Insurers Agency, Thomson Reuters and International Multifoods.  Joe has been presenting since 2002 on topics ranging from project management, leadership, strategy, negotiations/sales, career management and entrepreneurship.

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Heather Erhard

Heather Erhard, BSW, CMC, CPCC, PCC, ROCC, is the founder and Director of Erhard Associates, a management consulting, coaching and training firm dedicated to enhancing individual, team and organizational effectiveness. She brings over 25 years' experience in leadership development, executive coaching, strategic planning and team building. She is a certified EQ-i 2.0 facilitator and works extensively in the area of Emotional Intelligence, presenting at conferences, facilitating workshops and coaching individuals and groups. She has also worked extensively with Project Managers in the areas of Emotional Intelligence. Heather has taught at the University of Manitoba, University of Winnipeg and Queen's University. Her passion is coaching individuals and groups to the next level of success.  

dipanjan

 

Dipanjan Munshi

Dipanjan Munshi is an experienced professional with more than 20 years of IT experience, and more than 15 years of experience in driving Agile transformations across various domains such as Insurance, Banking, Financial Services, Telecom and Embedded systems

Skilled in Agile coaching, leadership development & facilitation, Dipanjan is also a solution architect and thus understands both business & technical aspects of Agile adoption.

Dipanjan is an active member of the Agile community in the Winnipeg area and works continuously with Agile industry leaders on improving agile training and adoption practices


 

jon labun

 

Jon Labun

Jon Labun is an experienced professional with more than 20 years in IT, and more than 10 years in driving large transformation programs across various domains, including Insurance, Financial Services, Oil and Gas, Health, Non-Profits, Manufacturing and Agriculture. Skilled in agile coaching, organizational change management, leadership development and project management.

Jon’s approach to team development is rooted in his experiences as an elite athlete:  we cannot achieve anything of significance on our own; the only way to succeed is to help others succeed.

 

Topics

Day 1

Morning

Bill Fournet: Day 1 keynote 1, morning: Leading for Tomorrow: New Rules for Yourself, Your Team and Your Mission

In this thought-provoking but practical program, become equipped to better lead through uncertainty and change. Learn and apply Bill Fournet’s rules for yourself, your team and your mission to not only navigate but thrive in the midst of chaos. Learn workforce trends and what’s on the horizon to prepare you to better lead today and tomorrow.

Covered in this topic:

  • The number one thing project managers should be focusing on right now
  • The new success driver (hint: it is NOT efficiency or effectiveness)
  • How your level of discipline defines your level of chaos
  • How (and why!) to establish and grow organic governance
  • Critical skills for the future PM workforce

Level: Senior/Intermediate
Talent Triangle: Leadership

 

Bill Fournet: Day 1, Track 1, morning: PROJECTS IN FLUX: A NEW WAY TO LEAD

Learn a new way to lead your teams, better manage your risks and assumptions, and apply lessons learned immediately. You will learn how to evolve your project management capability to become more agile and adaptive to the ever-changing business needs in a disciplined organization. These techniques may be applied to small and large projects in various types of applications.

Benefits:

  • More agility in your teams
  • Improved communication skills through techniques for clear and concise communication
  • Distinctly identify task urgencies and prioritization through new approaches
  • Enhanced risk analysis through a tiered assessment of potential outcomes

Level: Senior/Intermediate
Talent Triangle: Technical Project Management

 

Victoria Kumar: Day 1, Track 2, morning: Agile Project Management (From Scrum to Scaled Agile)

In the current global economic climate, organizations are forced to “innovate or die.” Only innovative organizations can survive the highly competitive global market. Innovative organizations develop agile teams to deliver high quality products to market faster and deliver only highly valuable products. Agile Scrum methods work very effectively for innovative agile teams.  However, when the organization launches dozens or hundreds of agile teams throughout the enterprise, all business units of the enterprise need to operate in an Enterprise Agile environment and scale up agile to improve the corporate performance and execute organizational strategy. 


This seminar covers Agile Project Management utilized for Scrum teams, as well as for an Enterprise Agile teams, when there are dozens or hundreds of agile teams throughout the organization. Agile practices and methodologies are utilized to optimize individual team performance, as well as corporate performance and execute organizational strategy.

Level: Intermediate
Talent Triangle: Strategic and Business Management


Douglas  Brown: Day 1, Track 3, morning: The Simmer System: change your organization's PM practices even if they don't want to - Part 1

Introducing sound PM practices asks for a major change in behavior, which always generates reluctance, if not active resistance.  Executives seldom provide the level of support that change theorists say is essential, and workshops with resistant colleagues can put the entire initiative at risk rather than helping. What’s a PM to do?


This 4-hour workshop, will walk project managers through applying key elements of Dr. Brown’s Simmer SystemSM to their specific situation. They will assess stakeholder issues, identify opportunities, and develop specific approaches to enlist their fellow managers in collaborative activities that move the PM practice forward with their willing assistance. Engaging with other professionals in the workshop also provides a support network outside the organization going forward. Attendees will be able to take workshop products back to their workplace and start helping their organizations improve immediately.

Level: Intermediate
Talent Triangle: Strategic and Business Management


Peter de Jager: Day 1, Track 4, morning: The MYTHS of Change: What is Change Management Really about?

If we’re in charge of Change – then it’s necessary to understand that some of our beliefs surrounding Change are Myths – and that acting as if those myths were true, makes Change more difficult than it needs to be. 

There’s huge opportunity to transform Change from the threat that we seem to think it is, to a situation ripe with possibilities. Change is how we grow – it’s necessary to understand that sometimes, when we’re surrounded by growth, cutbacks or even new technologies – Change is necessary just in order to maintain any form of progress.

We need to quell these myths

  • People Resist Change
  • Change is always a Threat
  • Change can happen Immediately
  • Telling people to Change is effective
  • Just selling the benefits of a Change is enough
  • “Buy-In” is the single objective in Change Management
  • An external person can lead your organizational Change

Level: Senior/Intermediate
Talent Triangle: Strategic and Business Management

 

Viktoria Kumar: Day 1 keynote 2, morning: Project and Programs Managers as Creative and Innovative Leaders

In the current global economic climate, organizations are forced to “innovate or die.” Only innovative organizations can survive the highly competitive global market. As organizations utilize programs and projects to achieve their strategies and goals, program and project managers have a major role to play in driving an organizational culture of creativity and innovation.  

This seminar focuses on leadership competencies required for project / program managers to manage their teams most effectively and drive an organizational culture of creativity and innovation:  developing their (own) individual creative skills, unleashing their teams’ creative and innovative potentials and building on creativity to drive innovation (both sustaining innovation and disruptive innovation) in their organization.  

An innovation framework for project management will be introduced – a structured approach for program and project managers to utilize in starting and delivering innovation projects.  Participants will explore ways to implement innovation using open innovation and innovation platforms.

Level: Senior
Talent Triangle: Strategic and Business Management

 

Afternoon

Bill Fournet: Day 1, Track 1, afternoon: Ditch the Cookbook, Build a Playbook: Disciplined PM in a Disruptive World

Constant change is the new normal.  The speed and disruptive effects of this change create peril for most project managers--who seek some semblance of stability in this ocean of uncertainty.  Successful PMs today require a "playbook" comprised of micro-techniques that they can leverage, based on the situation. This session will provide you a new perspective to achieve your project's value while establishing an adaptive and disciplined approach to combat chaos.

Objectives:

  • How to build a playbook of micro-techniques with process, structure, and cadence that absorbs disruption
  • Understand how and when to apply your "plays" situationally to enable adaptation without loss of control

Level: Senior
Talent Triangle: Strategic and Business Management

 

Victoria Kumar: Day 1, Track 2, afternoon: Effective Project Portfolio Management

In this highly competitive world, it is becoming more and more important for organizations to actively manage the portfolio of strategic initiatives through risk and investment decisions through a keen understanding of the relationships between strategy development and strategy implementation and a sharp focus on strategy implementation.  


PMI’s Pulse of the Profession research found that organizations with mature project portfolio management practices deliver 35 percent more of their programs successfully. And they fail less often and waste less money.

This seminar will discuss approaches in effective project portfolio management, consisting of interrelated processes, techniques and activities, systematically applied to maximize a company's investment decisions, and leading to organizational portfolio management maturity and a specific set of best practices being utilized by portfolio management leaders in implementing and achieving the organization’s strategy.

Level: Senior
Talent Triangle: Strategic and Business Management

 

Douglas Brown: Day 1, Track 3, afternoon: The Simmer System: change your organization's PM practices even if they don't want to - Part 2

Introducing sound PM practices asks for a major change in behavior, which always generates reluctance, if not active resistance.  Executives seldom provide the level of support that change theorists say is essential, and workshops with resistant colleagues can put the entire initiative at risk rather than helping. What’s a PM to do?

This 4-hour workshop will help project managers walk through applying key elements of Dr. Brown’s Simmer SystemSM to their specific situation.

In Session 2, the 2nd half of the workshop, attendees will develop specific approaches to enlist their fellow managers in collaborative activities that solve their business problems while also moving the PM practice forward with their willing assistance. By the end of this workshop attendees will have formed close connections with other professionals who can form a safe and supportive professional network going forward. Attendees will be able to take workshop products back to their workplace and start helping their organizations improve immediately.

Level: Senior/Intermediate
Talent Triangle: Strategic and Business Management


Peter de Jager: Day 1, Track 4, afternoon: Implementing Change: A Step by Step Methodology

How should we implement Change? It’s a simple enough question, surely there’s a simple answer -- especially since we get to do it so often. Every time we implement a new system or install a new process, we’re implementing Change. Surely there are some things that work, and some things that fail? Surely, we’re intelligent enough to sift out the good from the bad? Perhaps.

The key steps when Implementing Change:

  • Understand the Change
  • Establish Rapport
  • Understand Status Quo
  • Create Desire to Change
  • Desire becomes Action
  • Reinforce New Behaviours
  • Create Closure

Level: Intermediate
Talent Triangle: Strategic and Business Management

 

Peter de Jager: Day 1 keynote, afternoon: The 7 Questions of Change

What must we do to bring about a Change initiative as smoothly as possible?  The reporter’s standby; Who, What, Where, When, How and Why. Not a bad start. If we’re writing a news article, then these are good solid questions. The Change Management problem requires all of those, and a few others besides. It’s not that the reporter’s questions are a poor tool; it’s just that they don’t address the peculiar psychology of the Change challenge.


The Change questions & answers:

  • WHY? – Why is it necessary now?
  • WIIFM? (What’s in it for me) – If we don’t address this? They’ll listen to nothing else.
  • MONDAY? – What exactly will we be doing differently tomorrow?
  • WON’T? – What won’t Change?
  • MIGHT? – What might go wrong, and how will we mitigate that?
  • WILL? – What will be difficult and what will we do to make that easier?
  • SIGNPOSTS? – How will we know we’re making progress?

Level: Intermediate
Talent Triangle: Strategic and Business Management

Day 2

Morning

Douglas Brown: Day 2 keynote 1, morning: First Aid for Project Management Ailments: The ABC’s of Bypassing Resistance and Getting Your PM Practices Accepted

In this keynote address, Dr. Douglas Brown explains how to help organizations struggling to deliver products or services effectively, yet resisting practices that would bring about improvements. The organization simply can’t yet absorb the best practices reflected in the PMBOK. To get things under control now, they need to take 3 key stabilizing steps:

A: Clear the AIR. Define what the problem is and why it needs to be solved
B: Stop the BLEEDING. Find the specific symptoms and processes that people want to fix. Then fix them. The rest will follow.
C: Control the Shock of CHANGE. Use collaborative methods, not policies, to help managers solve real problems.
These steps, proven in multiple public and private sector program recoveries, will cause line managers to start demanding that you implement the very PM practices they had earlier resisted, including many that you will learn at this very conference!

Level: Senior
Talent Triangle: Leadership

 

Bill Fournet: Day 2, Track 1, morning: I’m Toast! How to Avoid Burnout So You Don’t Flameout

Are you overwhelmed in this Age of Disruption? The amount of information, change, and uncertainty is driving real burnout in our project teams.  With greater stress, there has been a sharp increase in resource attrition. This session will help you identify the root causes of burnout in the workplace and how to reduce its effects to improve your performance and quality of life.

 

  • Identity the symptoms and causes of mental and physical fatigue
  • Learn techniques to prevent burnout in yourself and your team

 

Level: Senior
Talent Triangle: Leadership

 

Victoria Kumar: Day 2, Track 2, morning: Effective Requirements Management

Why do projects fail? Research studies have identified poor requirements management processes (or lack thereof) as a leading cause of project failure. PMI’s Pulse of the Profession® on Requirements Management – A Core Competency for Project and Program Success, finds that 47% of unsuccessful projects fail to meet goals due to poor requirements management.

Effective (structured) requirements management processes address many project development/management issues.  
In both traditional and agile project development, requirements are important considerations in the project life cycle. Successful projects are highly dependent on well-defined and well-understood requirements.  
Implementing requirements management processes, in collaboration with stakeholders, can greatly improve project success rates, leading to consistent delivery of successful projects and improved organizational performance.

The seminar focuses on utilizing requirements management in improving organizational project success rates. It covers effective implementation of requirement processes in any industry, in the public or private sector, including the tools, techniques and processes.  

Level: Senior/Intermediate
Talent Triangle: Technical Project Management

 

Douglas Brown: Day 2, Track 3, morning: Off the Bookshelf into the Boardroom: Converting risk management into critical business capability - Part 1

Project risk management often begins and ends with the creation of the multicolor risk square. For how many failed projects do you hear “we knew that project was in trouble from Day One”. How is that acceptable? What can we do about it?


This 4-hour workshop provides risk and project managers with practical exercises on making risk management meaningful throughout the project lifecycle and across all enterprise initiatives – both projects and operations.

In Part 1 of the Workshop, attendees will construct the typical project level risk management artifacts based on their own work situation, and will learn how to apply them across the full project lifecycle. They will collectively assemble them into a simulated enterprise view. In doing so they will come to see why individual PMs are seldom able to inject risk considerations into project plans and how an enterprise view can change the decision dynamics.

Level: Senior/Intermediate
Talent Triangle: Technical Project Management

 

Joe Perzel: Day 2, Track 4, morning: Managing Innovation in a Project Management World

As project, program or portfolio managers we continually leading efforts to improve our organization’s ability to deliver our goods or services.  Many, if not all, of the efforts require creative innovative thinking, yet the path to success is often littered with landmines. This presentation will discuss the need for innovation and how to instill it in your projects. By covering these major points: 

  • Understanding the need – making the case for innovation
  • What skills are required for success
  • Bottom-up vs. top-down approaches
  • Gaining team involvement
  • Promoting the cause
  • Tools to utilize
  • The Spheres of influence
  • Key elements to consider
  • Typical barriers or roadblocks that can hinder innovation

 

This workshop is designed to spur creative thinking from the audience on how they can lead others to innovate in their project world, providing leadership and forethought to generate an environment for a successful project outcome.  I will utilize presentation content, interactive training exercises and real-life examples to emphasize the key points required to lead innovative initiatives and finish up with several case studies to reinforce the lessons learned during the session.

Level: Senior/Intermediate
Talent Triangle: Leadership

 

Heather Erhard: Day 2 keynote 2, morning: Emotional Intelligence - the Key to Effective Leadership

Research shows that Emotional Intelligence can be twice as important as IQ and technical or professional skills in determining who will become a top performer. Review the concept of Emotional Intelligence and its application organizationally as well as personally.  Learn the skills of Emotional Intelligence and the connection to effective Project Management. Identify your three strengths and three areas for development and leave the session with one key skill to focus on, unique to you.

 

Level: Intermediate
Talent Triangle: Leadership

 

Afternoon

Jon Labun and Dipanjan Munshi: Day 2, Track 1, afternoon: Build the perfect MVP plan with Story Mapping - Each time!

A minimum viable product (MVP) Lean Startup concept that refers to the smallest subset of the product-functionality that allows all stakeholders to ascertain the business viability of the product. unfortunately, there is often a lack of  understanding of this term that may result at one end, building a proof of concept or prototype that does not establish the business viability of the product, or on the other end, building a Minimum Marketable or Minimum Salable product, that implements a large chunk of functionality incurring huge expenses only to know that the project wasn't viable at all. The MVP planning challenge is multiplied many folds in an Agile environment where the requirements are typically at a high level at the start.


How can we create a successful MVP plan in an Agile environment? The answer is "Value based prioritization" of requirements and story mapping is a phenomenal tool that can help you do this based on your product vision. In this workshop, we will show you how to do value based prioritization using story mapping, how to estimate and cost a story and how to use these values to build a plan for an MVP.

Level: Intermediate
Talent Triangle: Strategic and Business Management

 

Victoria Kumar: Day 2, Track 2, afternoon: Delivering Successful Projects ...Every Time

Although many successful project managers are “accidental project managers,” successful projects should not be “accidental.” By utilizing major contributors to project success and avoiding leading causes of project failure, project success should be predictable and repeatable, not a hit-and-miss occurrence. 

What are the most important project management skills for delivering successful projects every time? To start,
project management practitioners should focus on developing skills from the PMI Talent Triangle, including technical project management skills, strategic and business management skills, and leadership skills, and apply best practices appropriate for their organization’s culture.

This workshop describes an approach to ensure consistent delivery of successful projects by focusing on
major contributors to project success: creating a strategic PMO that implements effective requirements management,  standardized (agile and/or traditional) project/program/portfolio management, and actively engages executive management. These critical success factors lead to consistent delivery of successful projects and improved organizational project success rates.

 

Level: Intermediate
Talent Triangle: Technical Project Management

 

Douglas Brown: Day 2, Track 3, afternoon: Off the Bookshelf into the Boardroom: Converting risk management into critical business capability - Part 2

Project risk management often begins and ends with the creation of the multicolor risk square. For how many failed projects do you hear “we knew that project was in trouble from Day One”. How is that acceptable? What can we do about it?


This 4-hour workshop provides risk and project managers with practical exercises on making risk management meaningful throughout the project lifecycle and across all enterprise initiatives – both projects and operations.

In Part 2 of the workshop, attendees will identify ways that an enterprise risk management function can create a supportive environment, and explore how risk concepts can drive all 10 PMBoK management areas to improve overall organizational performance.

All attendees will learn how to begin injecting risk-aware decision-making to their project and program activities. Workshop products will be immediately applicable in their workplace. Attendees will also build a network of risk-interested professionals with broad organizational experiences.

Level: Intermediate
Talent Triangle: Technical Project Management

 

Joe Perzel: Day 2, Track 4, afternoon: Project Stakeholders: Dealing with Sleeping Giants to Saboteurs

All projects have their promoters and their detractors, people that can either make or break your project or your team.  This presentation will give you practical advice on who you need to focus on, show you how to classify where each person sits on the “Interest, Attitude, and Power” axis of your Stakeholder chart and how to improve the attitude and interest of the power players in your world.  The major points to be covered include:

  • What is the Stakeholder Identification chart and how it will help you
  • Using personality profiling to help you understand what makes people “tick” and where to place them on the chart
  • Techniques and tools to help move people from “disinterested to involved” and “poor attitude to a champion”
  • The key tactics of “Include, Influence, Ignore, Isolate”
  • Adding advanced negotiation techniques for the most important stakeholder types

 

This presentation will cover the basics and then quickly move into advanced topics, using exercises and situational case studies to emphasize key points, to help you achieve the best win-win outcome for you, your team and your project.

Level: Intermediate
Talent Triangle: Technical Project Management

 

Joe Perzel: Day 2 keynote, afternoon: How to Train Your Dragon: a Project Sponsor Primer

A successful journey from start to finish of a project is not linear, clean, forecastable or easy.  Your interest is to deliver the project on time, on budget, and with a smile on everyone’s face. Hopefully it is your Sponsor’s agenda as well. This presentation will discuss how to prepare your project for a successful journey, focusing on how to on‐board your sponsor, the features of a good sponsor, and what to do if they are unengaged, uncomfortable in the role or at the wrong level of the organization.  We will also discuss how to build a relationship with your sponsor and leverage your influence with them to set your project up for success.

The major points to be covered include:

  • How to prepare for a successful project
  • Defining a “good Sponsor”  
  • On‐boarding and training your sponsor
  • Hints and tips for many of the problems you will face with your sponsor

 

Learn how to recognize the problem signs before it’s too late and make you and your sponsor a winning team.


Level: Senior
Talent Triangle: Strategic and Business Management

 

Fees

 

Member Registration Fees (1 Day)

  $490.00

Member Registration Fees (2 Days)

  $980.00

Non-Member Registration Fees (1 Day)

  $612.50

Non-Member Registration Fees (2 Days)   

  $1225.00

 

Optional - PMI Manitoba Gala (Apr 24th)   

  $65.00

 

Registration & Fee Information:

 

  • All Registration is online. Payment may be made by credit card or cheque. You will receive a confirmation and receipt or invoice accordingly.

          Note: Once you confirm your registration online with an invoice or receipt you are considered registered.

  • For non-online payments, Registration fees must be received by PMI Manitoba no later than 1 week prior to the event otherwise we cannot guarantee your seat. If you have any questions on where to send the payments, please contact conference@pmimanitoba.org
  • To qualify for GST exemption, the company/organization you work for must be GST exempt and the company must be paying (i.e. Company cheque or company credit card - No personal credit card(s)
  • Your registration is final - i.e. no refunds are offered.
  • No refunds given for no shows. Substitutions are accepted.
  • Registration closes April 20, 2019 at mid-night.
  • All conference attendees are eligible for special pricing to attend the PMI Manitoba Gala the evening of Wednesday, April 24th. Optional registration for this event can be selected up until April 17 during your conference registration. The PMI Manitoba Gala is the largest project management chapter event of the year. For more details about this event click here.

Group Registration:

 


 If you are interested in sponsoring ELEVATE! 2019 please contact conference@pmimanitoba.org

 

Event Properties

Event Date 04-24-2019 8:00 am
Event End Date 04-25-2019 4:00 pm
Registration Start Date 01-09-2019
Cut off date 04-23-2019 8:00 pm
We are no longer accepting registration for this event
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