2010 Resource Planning Summit - September 19-21 || Hyatt Regency, La Jolla

top curve

Speakers

Peter Heinrich

 

Peter Heinrich has a long history in technology product development and management. During a 20 year career with Xerox, he managed the group that developed the original Star Workstation functional specification and later played key roles in program management and planning process design. In 1989 he co-founded Integrated Project Systems (later called IPS Associates) where he created the IPS portfolio management practice. Based on his experience with corporations large and small, Peter designed the portfolio resource planning and management process that is instantiated in Portfolio DecisionWare's products. Mr. Heinrich has a Bachelor of Arts degree in Philosophy from the University of California at Los Angeles.

Session Topic

Resource Planning: The Key to Excellence in Portfolio Operations
After decades of focus on project management, it is now time to look back at resource planning as an equally important driver of portfolio performance. The critical components of Resource Planning, which include Demand Management, Capacity Management and Performance Tracking, impact business decisions well beyond the status of any one project. Influenced by the undisputed strengths of Project Management software and methods, companies continue to set up their portfolio management processes without properly defining roles for line management. The result is a flawed operational process in which initiatives destined to fail are approved and major portfolio changes are treated reactively rather than proactively. Symptoms of this problem can be found across business lines including product development, IT, and traditional manufacturing. This presentation will demonstrate that a project portfolio is only as good as the validity of its resource plan, and will outline a clear vision for integrating resource planning into the portfolio management process.
 
 
Brad Hedstrom

Brad Hedstrom is the director of portfolio and program management for the Molecular Biology Systems division (MBSD) of Life Technologies (formerly Applied Biosystems). Life Technologies (LIFE) is leading global biotechnology tools company. MBSD is the largest division of LIFE with nearly $1.5B annual revenue. Brad and his team of twelve program managers are responsible for both the selection of new product development (NPD) programs via our portfolio management process and the execution of NPD programs via our stage-gate product development process. Brad has been involved in NPD at Life Technologies for over ten years in a variety of R&D leadership roles spanning both functional management and program management. As Chief of Staff to the VP of R&D Brad has also been responsible for annual planning for an R&D organization in excess of 600 resources and an annual budget in excess of $150M. Prior to joining Life Technologies Brad was a principal consulting engineer for five years at Advanced Measurements, a small system integration consulting firm. Brad holds a doctorate in Electrical Engineering from the University of Victoria, Canada and a bachelors in electrical engineering from the University of Wyoming.

Session Topic

Novocain for Fiscal Year R&D Planning
Which is more painful? Fiscal Year R&D planning or a root canal sans anesthetic? Many participants in the Applied Biosystems FY06 R&D plan would take oral surgery over planning.Their FY06 plan was neither operational,or affordable, and resulted in a reduction in force. Vowing not to repeat that torture in FY07, Applied Biosystems set out to find a better solution for resource planning. After evaluating several commercial products for resource and portfolio planning, AB settled on Portfolio DecisionWare. AB had a very short time frame to implement and train on this tool, but within 6 weeks the system was successfully deployed. Despite managing over 500 resources and training 100 users across the company in only two weeks, AB was able to perform their first FY07 roll up on time. The FY06 plan took 2-3 weeks per roll whereas the FY07 plan was rolled up in less than a day. This allowed the plan to be iterated many times prior to executive review. The result was an operational R&D FY07 portfolio that was on budget.
 
 
Charles Howell

Charles Howell is the IT Director at Floyd Medical Center in Rome, GA. He has been in healthcare Information Technology for 20+ years. Charles is certified Project Manager (PMP) from the Project Management Institute. In addition to IT management, he manages a group of IT Project Managers. Previous to Floyd Medical Center, he worked for several healthcare providers (including Stanford Medical Center in Palo Alto, CA), First Consulting Group and Solucient in Seattle, WA (a healthcare data warehouse and benchmarking company).

Session Topic

YOU WANT TO ADD A NEW PROJECT! WHICH OF THE 29 DO YOU WANT TO STOP?
Charles Howell is a Man on a Mission, and his mission is to get his organization to manage projects proactively---I guess that means that some of us manage them reactively. Oh, say it isn’t so! As IT Director at Floyd Medical Center in Rome, Georgia, Charles wants to change the world of managing projects by tightening the focus of all executives and departments on managing projects at this award winning 300-bed hospital. Here are some questions he seeks answers to when changes or new projects are suddenly introduced: How long have you known about the possibility of this change? How could I be better plugged into the process in the future? Who or what is driving this change? He warns Resource Planners to hold something in reserve, and he will tell you how to do it. He states that project success is all about resources, and many planners are way over allocated. He describes how the PDW tool is a “powerful communication tool” that unmasks the dirty truth of over allocation, and can be the driving force in encouraging all parties to be proactive in project planning.
 
 
Jeff Thomas

Jeff Thomas is currently Vice President of Instrument Development at IDEXX Laboratories, Inc., a $1B Nasdaq company, where he leads a team of engineers and scientists in development of diagnostic instrumentation for veterinarians. Jeff previously held the position of Director of R&D Flow Cytometry Instrumentation at Dako (previously Cytomation) from 2002-2006. Jeff also worked at Hewlett Packard from 1994-2001 where he served as a strategic alliance manager for a number of years and as an ASIC designer in their computer systems group. Jeff holds a bachelor's and master's degree of Electrical Engineering from the University of Utah, with a focused study in medical imaging. Jeff and his wife have six children and enjoy spending time in the outdoors, hiking, boating, and skiing.

Session Topic

TEN PROJECTS HALF FINISHED IS NOTHING! A PHILOSOPHY OF BRINGING PRODUCTS TO MARKET
Jeff Thomas is Vice President of Instrument Development at IDEXX Laboratories, Inc., a $1B Nasdaq company in southern Maine, that develops, designs, manufactures and distributes products for veterinary, and food and water testing markets. In his organization, Jeff manages a wide range of engineers, including mechanical, electrical, optical, reliability and systems engineers. His remarks at the Summit will center on his philosophy of what it takes to bring products to market. His central theme is that the critical issue is matching the organization’s capacity to its projects. Jeff will tell attendees why he abandoned spreadsheets as a method for managing capacity planning, and how another approach has yielded results in allowing IDEXX to determine which top projects can be completed successfully.
 
 
Dale Skiba

Dale Skiba is a Principle Technologist from Medtronic. He received a B.S. in Computer Science from the University of Minnesota. At Medtronic his responsibilities include Unix administration, intranet software development and application support. He's the technical lead for PDW Portfolio back-office support for some 4000 resources. Eclectic hobbies include propagating aquatic plants and breeding fish with the Minnesota Aquarium Society; Federally licensed amateur radio operator, Extra class; juggling and Toastmasters International.

Session Topic

THREE PDW TIPS FROM A SEASONED VET Operating in a Citrix Environment, Developing a Support Guide, and Report Writing with PDW
Dale Skiba manages the support for 3,554 PDW users at Medtronic. He has tales from the “front” that have helped make his life easier, and promise to add significant value to your implementation of PDWare. Skiba will warm up with a short instruction on how to put PDW on steroids in a Citrix environment, where reading and writing to remote databases normally slows down tools. After that, he will demonstrate how you can reverse engineer PDW for a report writing application that assists employees and management in the Resource Planning process. Here are three “teasers”: (1) For Project Managers: Efforts Report for all their projects, (2) For Resource Managers: Efforts Report across all projects and (3) For Employees: All work assignments by project, name, hours/month, skill needed and project manager. And, lastly, Dale will outline his 25 page Support Guide for PDW, and how it has contributed to maximum uptime with the application. He may conclude with his views on the “Dark Side” of Resource Planning, but you have to stay to the end for that!
 
 
Susan Wadsworth

Susan Wadsworth has over 25 years experience in IT, Finance, Sales and Operations Management. She has worked in various industries including Pharmaceuticals, CRO and IT Consulting. Susan is currently responsible for building an operational support model utilizing portfolio and resource management capabilities. She has a BS in Finance and is a graduate of Ursinus College.

Session Topic

Less is More in Achieving Resource Management Success!
Susan Wadsworth, Director of SAP Operations Management from Wyeth Pharmaceuticals, will share her experiences and challenges with resource and demand management involving 400 shared resources across 80 SAP Projects in three organizational “silos.” She will give her perspective on what to consider when choosing the right solution for your organization, and how to socialize the solution to ensure success. Susan’s presentation will cover (1) her resource management challenge, (2) deciding on a solution, (3) implementation approach and (4) advice/ lessons learned. Recommended for anyone just getting started in resource supply and demand planning.
 
 
Art Mortell

In Paris, before five hundred technology managers, Art Mortell was described as "America's #1 Technology Motivational Speaker". Art has a graduate degree from the City University of New York, worked for IBM, taught at Pasadena College and has given over 4,000 presentations across five continents.

Session Topic

A Leadership Role Model for Technology Managers
Successful technology managers first imagine all the opportunities, then take the initiative as they convert their ideas into reality. At crossroads they make adjustments that allow them to capitalize on the challenges that others try to avoid. They understand that negative feedback can offer great value. They know the three reasons why people take rejection and criticism personally, and then they develop reactions that convert resistance into acceptance. While receiving critical feedback from others with an evenhanded receptivity, their own self-esteem depends on their own sense of value. This sensitivity gains cooperation, their confidence gains respect, and their ability to build relationships assures results. So how do you become that “Role Model”? Here to tell us is Art Mortell, acclaimed as “America’s #1 Technology Motivational Speaker.” Having given over 900 presentations for IBM, Oracle, Microsoft and HP, he understands your leadership needs.
 
 
Dr. Hank Weisinger

Dr. Hendrie Weisinger is a licensed psychologist with extensive experience in clinical, counseling and organizational psychology. He is a leading authority on the application of Emotional Intelligence, an expert in Anger Management and the originator of the highly regarded techniques of Criticism Training. Hank is the author of Emotional Intelligence at Work, Anger at Work, The Critical Edge, Nobody's Perfect, and The Power of Positive Criticism. He has made over 200 appearances on major TV and news programs, including The Today Show, Oprah, and Donahue. His work has been featured in The New York Times, USA Today and Business Week. His article for The Wall Street Journal, "So You're Afraid to Criticize Your Boss" was selected as one of the 60 best articles to appear in the "Manager's Column." Dr. Weisinger teaches in Executive Programs at UCLA, NYU, the University of Washington and the Wharton School.

Session Topic

EMOTIONAL INTELLIGENCE (EI) IS A TECHNOLOGY MANAGER’S GREATEST ASSET
Dr. Hendrie (Hank) Weisinger’s arrival at the Resource Planning Summit, will be, for most, their first introduction to the importance of EI. Emotional Intelligence factors are now considered to have a greater impact on individual and group performance than traditional measures, such as IQ. According to Dr. Weisinger, Emotions impact positively or negatively your success in life, while Intelligence helps you to adapt to the environment your emotions operate in. Today, one’s technical expertise is seen as no competitive advantage, since it’s available to all and from many sources. It’s EI that is your differentiator in business and in life. Hank will describe 10 Action Tips and then urge you to start today to implement them. They include such intriguing titles as How to Observe yourself in Action, the Power of Positive Criticism, and How to Talk to yourself. Dr. Weisinger will be available for some small group meetings during his time at the Summit.
 
 
Joe Barkai

Joe Barkai is Practice Director for Manufacturing Insights' Product Life-Cycle Strategies research service. In this role he is responsible for research and analysis on the types of product investments that introduce operational efficiencies to the domain while improving the responsiveness to customer requirements. Mr. Barkai examines discrete manufacturing, with a focus on complex, mission-critical capital equipment to identify business imperatives, best practices and emerging technologies. Mr. Barkai's near term activities will include the creation of agile manufacturing and service organizations,and effective product lifecycle management. A senior executive with over 20 years industry experience in product management and business development, Mr. Barkai is a thought leader with strong focus on the business value of technology in manufacturing.

Prior to joining Manufacturing Insights, Mr. Barkai was the founder and principal at Diagnostic. Mr. Barkai is founder of the Transportation Industry Knowledge Management Consortium that has become the Service Technology Program Office of the Society of Automotive Engineers where he now serves in an advisory role. He is a member of IEEE, ACM, SAE, AFSM, and HDI. Mr. Barkai holds a technical degree from Hadassah College, Israel, and a B.A. in Fine Arts, with a minor in mathematics from Haifa University, Israel. In addition, he studied computer science at the State University of New York and attended the School of Executive Development at the University of Texas at Arlington.

 

Session Topic

HOW SUCCESSFUL COMPANIES MANAGE INFORMATION FOR BETTER DECISION MAKING!
Joe Barkai is Practice Director at Manufacturing Insights, a business unit of IDC. His research and analysis concentrates on the type of investments that companies make that result in operational efficiencies and improved responsiveness to customer requirements. At the Resource Planning Summit, Barkai will cover the criticality, in these times, of companies excelling in their capacity to deploy and redeploy their human assets. He will also point out the necessity of effective decision making, and why decision making is so difficult. He will pepper his remarks with relevant stories from his consulting experience, and will conclude with a recent Resource Planning case study from Medtronic, Inc.
 
 
Aaron Walcott

Aaron Walcott is a Finance Systems Manager for Medtronic. He was responsible for the requirements and validation of interfacing PDW to Cognos and SAP. Aaron is a member of the RM advisory council in CRDM and responsible for ongoing Finance training and support. His team also provides the financial planning and reporting support to ensure that PDW data is properly costed and available to senior management for rolling portfolio balancing. The CRDM PDW team received the Medtronic Star of Excellence award in 2008 as a result of this project. Walcott sits on several standards committees at Medtronic.

Cognos best practice award winner
MBA - St. Thomas University
BS - Colorado State University

 

Session Topic

Learn How to Integrate PDW Into Cognos & SAP. The Team Won the Medtronic Star of Excellence Award!
Aaron Walcott, Finance Systems Manager with the $5B Cardiac Rhythm Disease Management Division of Medtronic, and his group faced a large problem: How to integrate manually collected project labor data into the financial reporting systems, so that finance can obtain cost data, update project forecasts and participate in Go, No Go project decisions. Walcott will review the background and process of integrating the PDW tool into the COGNOS Planning System in order to achieve the long term benefit of allowing finance to react in a proactive, rather than a reactive mode.
 
 
Terry Schmidt

Terry Schmidt is an internationally known strategic thinking and project management consultant with three decades of broad experience assisting corporations, governments, and research institutions in 34 countries worldwide. He earned his BS in aerospace engineering from the University of Washington, his MBA from Harvard Business School. Founder of www.ManagementPro.com, Terry teaches "Strategic Project Thinking" and "Strategic Thinking and Planning for Leaders" at UCLA's Technical Management Program, and teaches "Emotional Intelligence for Project Managers" at the MIT Professional Institute.

Terry's latest book is Strategic Project Management Made Simple: Practical Tools for Leaders and Teams. With Dr. Hendrie Weisinger, he is writing Emotional Intelligence for Project Managers, to be published in 2010. His other books include Managing Your Career Success: Practical Strategies for Engineers, Scientists, and Technical Managers; Planning Your Career Strategy, and The Winning Proposal: How to Write It.

Terry is listed in Who's Who in International Training and Development, and Who's Who in Finance and Industry. Active in civic and charitable causes, Terry is currently President of the Harvard Business School Club of Puget Sound. He serves on the national standards task force of the Association for Strategic Planning. Terry can be reached at terry@managementpro.com .

Session Topic

Emotional Intelligence in Action! Handling the Toughest Situations that make Technical Managers Sweat and Scream!
Outstanding technical managers are characterized by their mastery of Emotional Intelligence (EI). They use their emotions, moods and feelings to work for them. These EI project managers stay motivated in difficult times, bounce back quickly from setbacks, and handle well the troubling issues involving customers, team members and stakeholders. Co-author of The Emotionally Intelligent Project Manager, Terry Schmidt will expand on Dr. Hendrie Weisinger’s Keynote by providing practical response strategies to handling the 7 most difficult product and project management situations identified in their recent research. To be effective may require changed behavior, but the payout will be your new ability to deal more effectively with hostile stakeholders, gain trust in team relationships, and manage anxiety in turbulent times.
 
 
Paul Samarel

Officer Paul Samarel has spent his entire career in Project Management and Portfolio Management software and technology. From 1994 to 1998, he managed the Custom Programming and Reporting department for ABT Corporation, which was later purchased by Niku. In 1998, he founded AGE Software Inc. developing add-on applications for project management systems. In this capacity, Paul has delivered technical services to over 200 clients.

Session Topic

Advanced PDWare Reporting
PDWare is the hub of portfolio data for many organizations, but most organizations only extract a small portion of the knowledge and decision-making data the system can provide. This session will cover a range of PDWare reporting and data extraction methods, including user-defined exports, custom template development, dashboard customization, along with simple data extraction and BI integration. The session is geared toward both technical managers who want to learn the details and business managers who want to learn the possibilities.
 
 
Baruch Gabo

Baruch Gabo is PDW Director of Development and Technology and has been with the company since his graduation from Columbia University, with a double major in computer science and mathematics. He is a Microsoft Certified Professional and has taught Microsoft .Net Framework certification classes at DCIC Business Institute, while completing his undergraduate studies. While at Columbia University, Baruch worked on connected battlefield command systems, augmented reality, 3d user interfaces, and encryption algorithm employing knot theory. More recently, he led the development of PDWare iTeam, PDWare Integration Engine, and interfaces connecting PDWare products to other PPM, HR and financial systems. An avid gamer, he'll always welcome a Settlers of Catan game, or playing his level 80 night-elf warrior in World of Warcraft.

Session Topic

What's New in PDWare 4.5
Release 4.5 represents a major step forward for PDWare resource planning and portfolio management clients. Advanced new features like project hierarchies, skills hierarchies, capacity planning, project initiation and BI reporting will add immediate decision-making value. Receive an overview demonstration from PDWare development on the major new features, and participate in an open discussion with other PDWare users on how upgrading to release 4.5 may benefit your business process.
 
 
Richard Sonnenblick

Richard Sonnenblick, the President of Enrich Consulting, has been with Enrich since its inception in 1998. The vision he brought to Enrich has been realized in the Enrich Portfolio System, which he architected in 2000. Prior to founding Enrich, he built a decision analysis consulting practice at Lumina Decision Systems, where he worked on integrated assessments of environmental legislation and R&D valuation models for high technology firms. Dr. Sonnenblick holds a Ph.D. and MS from Carnegie Mellon University in Engineering and Public Policy, and a BA in Physics from the University of California, Santa Cruz.

Session Topic

Aligning Constrained Resources with New Product Development Strategies
Trying economic times represent a unique opportunity to sharpen strategic focus and to increase, not reduce, R&D momentum. Too many firms miss this opportunity and instead simplistically ask research and development teams to ‘do more with less’, starving the most promising projects and implicitly pushing key, strategic decisions onto middle management. In his presentation, Rich Sonnenblick, President of Enrich Consulting, will review the implementation details of a process for new product development and strategic portfolio management. Attendees will (1) learn how to avoid the “R&D” haircut and provide an effective framework to make tough strategic pipeline decisions, and (2) they will understand the role that executives must play in fostering product innovation. Finally, Sonnenblick will reveal the Best Practices for evolving new product development processes as an organization matures.
 
 
Don Creswell

Don Creswell is a co-founder of SmartOrg Inc., a leading provider of value-based management systems - processes and decision support software that improve the economic return on R&D and new product projects and portfolios. Prior to forming SmartOrg in 2000, Don spent 12 years at SDG (Strategic Decisions Group), an international consulting firm. At SDG he held numerous positions including Vice President and General Manager of SDG Decision systems, a software and education arm; General Manager of the Decision Quality Association and director of that organization's Intelligent Decision Systems software organization; Director of R&D Practice Development, and Director of The Smart Organization program. Prior to joining SDG, Don was a senior management consultant at SRI International, specializing in corporate strategy; a vice president of Pan Am, and Vice President of an RCA high tech division.

Session Topic

Do You Have a Strategic Way to Value and Rank Projects? Or is it a Jump Ball!!
Many of the presentations at the Summit will deal with new achievements in the tactical area of capacity and resource planning within a portfolio management environment. They will reveal techniques that ensure that the projects and products are successfully completed. But, what about the selection and ranking of projects on an economic value basis in those cases where there are not enough resources to staff them, or when it becomes a necessity to abandon some projects. How does an enterprise make these strategic decisions? This why this is an important companion presentation! Don Creswell, Co-Founder at Premier Sponsor SmartOrg, will describe a process, involving the assistance of powerful software, that ranks the economic value of a product or a portfolio of products. This session will awaken attendees to a new way that engages both Business Analysts and Senior Management in meaningful discussions about value. It’s not complex, but it’s comprehensive with regard to understanding your product and its market. First adopters claim that it facilitates collaboration, accelerates decision making, promotes transparency and allows a portfolio director to allocate resources to the most valued projects.
 
 
Bill Stewart

PMO and portfolio management thought leader, Bill Stewart has over 30 years of successful project and program management experience across a wide range of initiatives. A former Infantry Officer, Ranger and Aviator, Bill developed dynamic leadership training programs that are still in use by the military today. He was a program manager for President Reagan on the Grace Commission, identifying and developing business processes and systems for the federal government. As an internal management consultant for Phillips Petroleum and Ernst & Young he was responsible for implementing a wide range of business solutions for Fortune 500 corporations. During the 1980's and 90's, Bill was instrumental in the inception and development of the program office concept and led successful implementations of portfolio and program management across major corporations and organizations. He regularly coaches executives on how to rapidly move to a discipline of planning and execution excellence. He is active in PMI and served for 7 years on the board of the Information Systems Specific Interest Group. He created the International Program Office Summit, a think tank for program and portfolio professionals and now in its 7th year. Bill is considered by many as the father of project management immersion training, having developed experiential based programs that rapidly mature the leadership and project management skills of organizational leaders.

An exciting motivational speaker, he is regularly asked to conduct presentations and workshops for major corporations and organizations internationally. Bill's extensive knowledge and experience in project, program and portfolio management coupled with his passion to share his knowledge and experiences, make his presentations exciting, informative and highly motivating. Interviews with Bill have appeared in such periodicals as CEO and CIO magazines, PM Networks Career Tracks and this year's PMI Leadership issue of PM Network. He appeared on CNBC as a project management expert and has been asked to return to CNBC this year for another session focusing on project management and leadership development. Bill will soon be releasing two books: PMO Survival Guide" and "Leadership is Not a Job Title."

 

Session Topic

The Resource Management Bootcamp
Bill Stewart, a former Army Ranger and now CEO of the Project Management Leadership Group (PMLG), invented eight years ago the Certified Project Management Boot Camp. Capitalizing on the Army Ranger Boot Camp themes of “hands-on”, practical tools and in depth training, PMLG developed a unique and challenge based immersion format with a special emphasis on leadership. Using a set of proven project and product management decision support tools and templates, Stewart built a Boot Camp model for a type of team building and collaborative training that competitors have rushed to imitate. Now, with the emergence of a new era, accurate resource planning is a major component in successfully running the business of firms who have a time-to-market urgency. While still maintaining the traditional Boot Camp style, this new product offering will contain instruction in demand management, capacity planning and effort tracking in a project portfolio environment where resources are shared across many projects. Highlights will include the integration of resource planning with portfolio finance operations, the additional of function managers to the portfolio constituency model, and the addition of “resource planning managers” to the traditional PMO. Sample deliverables include management reports that are useful in portfolio negotiations with stakeholders, including demand profile reports, skill based capacity reviews and resource utilization maps that forecast supply and demand many quarters out. Truly, this is what it takes to be “booted” into the 21st century of managing products.
 
 
Rodger Howell

Rodger has worked with industry and electronics manufacturers for than 20 years to develop strategies and improve core-operating processes. Rodger's experience includes strategy and implementation projects in portfolio management, product development, technology management, partner development, and marketing process development. His experience also includes deploying information technology to optimize business processes. Rodger has been a thought leader on integrating supply chain and product development to more quickly react to customer needs. He is familiar with industry benchmarks and best practices. Prior to PRTM, Rodger worked for General Motors, AT&T Bell Laboratories, and MCI Systemhouse. Rodger received his MBA from the University of Pittsburgh and holds a BS in electrical engineering, cum laude, from the University of Michigan.

Session Topic

Cutting R&D Spending? Do it Smartly by Pulling the Right Levers
In this presentation Rodger Howell will draw from the collective experience of the more than 1000 New Product Development projects PRTM has conducted over the last decade to describe both popular and seldom used levers and tools for managing R&D spending smartly. As our benchmarking studies have shown, firms that have implemented these approaches have seen dramatic results, such as a 27% improvement in capacity utilization. This increase in the effective R&D capacity can be applied to either trimming R&D costs or improving the time-to-market and innovation throughput for new products. Attendees of this session will receive a whitepaper that includes a practical framework for measuring pipeline loading, that can help formulate the next steps for your development organization.
 
 
Tricia Sutton

Ms. Sutton, founder of Sutton Enterprises Inc., is an accomplished, highly motivated, innovative leader and manager with diverse expertise in New Product Development, Lean Enterprise, Program and Project Management, Business Process & Program Design, Value Stream Management, and Visual Knowledge. She applies Lean and Agile principles to projects, portfolios, and operations, rapidly delivering compact solutions for the top business and customer priorities. Ms. Sutton has received two women in business awards: the Women of Achievement Award in the Professional category by the YWCA of Lake County and the LUCI Award (Leading Us in Commerce and Industry) Women in Business Award in Manufacturing/Corporate. She also holds certifications as a Project Management Professional (PMP®) from the Project Management Institute (PMI) and a New Product Development Professional (NPDP) from the Product Development and Management Association (PDMA). Ms. Sutton has authored and co-authored several articles and is an active volunteer in professional associations, including PDMA AME, and SME.

Session Topic

The Motorola Story:
This is a resource planning tale of the past two years as told by a panel of key players from Motorola, who will outline the business situation, the transitional process and major benefits that emerged from a software and process deployment. Highlights will include the capability for resource managers to experiment with “What If” scenarios that help forecast demand changes associated with resources, costs and time. The panel will also cover how mid-course GO/NO GO project decisions are now made more productively because of the pairing of formal resource planning information with data from Engineering and Finance. “Gee Whiz” statistics will be revealed surrounding the ability to complete former MS Excel spreadsheet tasks that took weeks, and now take only 5-10 minutes. Finally, the panel will describe how Motorola moved the process across the division, and how the process has transformed to meet the needs of 2009. The key player panel members are Mary Cohn of Motorola, Scott Howard, Motorola (frm), and Rodger Howell of PRTM, consultant to Motorola. Tricia Sutter, CEO of Sutter Enterprises, will be the moderator.
 
 
Martin Zummersch

For the last 20 years, Martin has been involved in the development of new product development strategies, the creation of successful product portfolios, and the development and launch of large product platforms in the industrial and consumer goods industries in the U.S., Europe, and Asia. Martin has headed up engineering organizations at Fortune Brands, Elkay Manufacturing and Nordson Corporation. He developed and implemented portfolio planning systems and decision tools, worked in R&D, was responsible for global R&D and supply chain development and has lead efficiency and capital investment initiatives. Martin earned degrees in Mechanical Engineering and Marketing in Germany. He also holds a MBA in Operations Management from the Case Western Reserve University, where he received his Doctorate in Management.Martin is also part of the adjunct faculty at the Case Western Reserve University, Weatherhead School of Management, and the Robert Morris University in Chicago.

Session Topic

The Benefits of Lean Practices
The benefits of lean practices and the Toyota Production System (TPS) in operations are well known, and there is growing use of lean across the enterprise. Product Development can benefit from the lean philosophies and principles, though simply copying lean practices and tools as they are done in operations will not usually reap the full benefits and can result in significant resistance. Two speakers will help get you started on understanding how to deploy lean in product development successfully. Ms Sutton will give a brief overview of how lean principles and practices that apply to product development. Mr. Zummersch then will review a case study of study of how Fortune Brands has applied Lean in NPD.
 
 
 

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Sponsors

Project Management Leadership Grouphttp://www.pmlg.com/
Sutton Enterprises Inc.http://www.suttonenterprises.com/