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A Business Presence
in the Project Management Environment
Gerald M. Hill
Principal, Hill Consulting Group
Location and Cost
Nortel Government Solutions
12730 Fair Lakes Circle, Fairfax, VA 22033
Tuesday, January 5, 2010
11:30 am: Check in and Networking
12:00 pm: Presentation
12:45 pm: QA
1:00 pm: Meeting Concludes
Membership in PMI is not required, nor is preregistration.
This forum provides local education, networking and the opportunity for certified program managers to earn continuing education credits (PDUs).
If you have any questions, please contact firstname.lastname@example.org
About the Presentation
Project Risk Management Planning
The evolution of project management, for this author, has focused on three areas of consideration: competency, capability, and maturity. Project management competency is represented by the skill, knowledge and experience of individual project management practitioners — project managers, project team members, and project executives, to name a few prominent participants.
Project management capability is represented by the processes, practices and tools that are used by organizations to achieve successful project outcomes. This includes the development and implementation of methodologies, the application of standards and metrics, and the creation of knowledge-based management information systems to support project management.
Project management maturity is represented by the deployment of project management capability across the organization or enterprise. It particularly includes the integration of collaborative project and business management processes, and the oversight, control and support of project management from a business perspective, as characterized by the work of a project management office (PMO) established for that purpose.
When project management capability grows and matures within the organization, the practices of project management become more aligned and even integrated with relevant business practices. That means, to a large extent, that the processes used to manage projects also represent collaborative processes that are used to manage the business.
As this occurs, process redundancy is reduced in the organization, project managers take on increased responsibility for aspects of business performance, and business managers and executives have a more direct influence and alignment with project performance in the project management environment. These points will be considered during this presentation.
About the Speaker
Gerald M. Hill
Mr. Gerard Hill is the Principal of Hill Consulting Group, and has more than 25 years experience in project management practice design and implementation, information systems integration, and business process engineering. His specialty is enabling businesses to gain and sustain a competitive edge through development and implementation of total-practice project management solutions. He has conceived and constructed processes and practices that have enabled Fortune 100 and other client organizations to realize maximum benefit from their investment in project management.
Mr. Hill has led or contributed to the design and development of project management methodologies currently deployed by organizations around the world. He is the architect of capability and maturity assessments for business and project management. He also has particular expertise in designing and developing practical Project Management Office (PMO) solutions.
Mr. Hill holds a Master’s Certificate in Project Management from The George Washington University, and he is certified as a Project Management Professional (PMP®) by the Project Management Institute.
Want to be a Speaker at the Fair Lakes Luncheons?
Contact Russell Sandidge at FairLakes@pmiwdc.org.