Professional Development Day - 2017 PDD Schedule

Eventbrite - Professional Development Day (PDD) 2017

 

PDD 2017 Schedule of Events

 

PMI Talent Triangle

 

Color Key: 

Technical Project Management

Leadership

Strategic & Business Management

 

 

 Session descriptions follow the schedule of Events

7:00am

Registration & Breakfast

8:15am

Welcome Address

8:30am   

Keynote: How to Influence Your Most Important Stakeholder

9:45am    Break

10:00am

Tips for a Successful Agile Transition - Charlotte Franck

How to Master the 3 Levels of Project Manager Communication Influence - Skip Weisman

Startup Kata - Leigh Ann Schildmeir

Entrepreneurial Operating System: How to Gain Traction in Your Business - Pam & Pat Johns

Smash The Box - Chad Willett

Changes to the New PMBOK 6th Edition - DJ McCord

Educational Support Through the Career Life-Span - Mitchell Springer

 

11:00am    Break

11:15am

Agile Games: Lego my Cynefin! - Laura Hansen

Beyond Misery: Using PM to Get Change Right - Thresette Briggs

Leading Without Authority - Sonal Sheth Zawahri

Six Thinking Hats - John Canfield

Addressing Your Agile / Scrum Challenges - Neil Potter

Integrating Schedule & Resources Across Multiple Projects - Ted Barth

Excel Power for Project Managers - Mark Pendergast

 12:15pm    Lunch & Vendor Giveaways

 1:15pm    

Keynote: Reaching Your Next Summit: 7 Vertical Lessons & 1 Essential Question to Lead with Impact, Regardless of Your Title - Manley Feinberg

2:15pm    Break

2:30pm

Doing PMBOK, Agile / Scrum and CMMi - Neil Potter

Radical Productivity - Robby Slaughter

Get On Belay Workshop: Relationship Strategies for Success - Manley Feinberg

Entrepreneurial Operating System; How to Gain Traction in Your Business - Pam & Pat Johns

Leading Change - John Canfield

Project Management Plan: How to Manage Chaos - Brad Hunter

Agile Scrum for New PMs - Rep Ram

3:30pm    Break 

3:45pm

Estimating the Unknown in Agile Project Management - Rep Ram & Mike Fisher

Smash The Box - Chad Willett

Agile Games: Lego my Cynefin! - Laura Hansen

Thinking Skills - John Canfield

What You Need to Know to Prepare and Take the PMP and PMI-ACP Exam - DJ McCord

Risk Management in Sync with PMBOK 6 - David Maynard

Soft Skills? What are Soft skills? - Brian Monson

4:45pm    Break

5:00pm

Keynote: How to Go from Overwhelm to Overdrive: 3 Critical Steps to Reach Your Next Summit & Build Your PM Legacy - Skip Weisman & Manley Feinberg

 

 More information on PDD 2017!

 

PDD 2017 Session Descriptions

 

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Skip Weisman

 

Morning Keynote: How to Influence & Impact Your Most Important Stakeholder

This interactive, engaging, and entertaining keynote transforms how project managers communicate to impact and influence their most important stakeholder by providing insights, tips, tools and techniques to influence all project stakeholders.

Despite sections of the PMBOK focusing on communication and stakeholder management, project managers continue to struggle exerting positive influence in the varied levels of stakeholder interaction. Often, they struggle being seen as a peer and take a supplicant positi
on in relation to stakeholders within their own organization.

This keynote will begin to change how project managers perceive themselves in relation to stakeholders in all contexts and transform their ability to impact and influence their most important stakeholder, while helping all in attendance identify their most important stakeholder.

You Will Learn:

  • To easily identify their most important stakeholder on any project.
  • How to transform their language to connect with their most important stakeholder & other key stakeholders.
  • Why the PMP designation isn’t enough to impact & influence
    stakeholders and what else they need to do.
  • A simple 3-step process to overcome any fear, uncertainty, and self-doubt when interacting with key stakeholders.

 

How to Master the 3 Levels of Project Manager Communication Influence

This session is the perfect compliment to the opening keynote as it helps session attendees build on communicating to impact and influence stakeholders with an overview and self - assessment on their capability to communicate to influence at the three levels of communication . Project managers must learn to master each of the three levels to be able to exert the positive influence necessary on their project teams and on the myriad of stakeholders in their sphere.

Session attendees will learn that these three levels of communication influence are always in play, yet, are mostly taken for granted and not developed to the extent necessary for project managers to have the impact they desire and deserve.

This interactive, engaging, and entertaining session provides attendees with an opportunity to assess their capabilities at all three levels and leave with a commitment to improving their communication at the level they need it most.

You Will Learn:

  • The 3 levels of The Communication Influence Pyramid.
  • Specific strategies and techniques within each level to begin building new skills.
  • Which of the three levels is most important, and which level is most impactful and influential.
  • The level at which they need to invest the most time to develop their communication skills to build long - term future success.
  • A simple self - assessment for each of the three levels they can use to identify their greatest communication development need.
  • The 1% Solution to doubling their communication influence capabilities in less than 90 - days.

 

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Manley Feinberg II

 

Afternoon Keynote: Reaching Your Next Summit: 7 Vertical Lessons & 1 Essential Question to Lead With Impact, Regardless of Your Title

Project Management Professionals often struggle to deliver more value under tightening budget constraints and rising user expectations. Add the complications of engaging a multi - generational work force with no direct authority, regulations, constantly shifting technology, and the balance of personal life needs; and you have a serious challenge.

After facing the same frustrations from the fro nt lines to the executive level for more than 20 years; I believe the answer is to equip individuals at all levels with tools to make them think, act and influence as leaders in their environment. This Reaching Your Next Summit Keynote can be the catalyst for this change.

Attendees will gain 7 strategies and 1 essential question to develop a leadership mindset and toolset that engages, equips and inspires both them and their team members to step up and lead regardless of their title . Expect team members to build relationships and serve beyond vertical and horizontal boundaries in their environment. More effective project management is just the beginning. With more focus, commitment and momentum, you will see results you can measure.

You will:

  • Gain 7 leadership principles that will empower every attendee to stretch their comfort zones and Lead Beyond Position.
  • Discover the one area you must micro - manage to gain Clarity in the Chaos, Drive Focus and Build Momentum.
  • Drive innovation by encouraging individuals to step up, support others, and say what they see

 

Get On Belay Workshop: Relationship Strategies for Success

When professionals are asked how they can improve their overall impact on their organization, a top response is almost always stronger relationships.

Exceptional business professionals understand the fundamental importance of relationship skills; however, most professionals do not have an effective developmental path or the available resources to ensure that they and their teams are consistently improving their relationship skills. If you can’t connect with one another or wit h the business as a whole, how can you possibly hope to communicate effectively with clients and customers?

Strategic relationship skills are a key success strategy of top professionals. Arm yourself with a major advantage that will separate you from the pack, reduce your stress, and help you exceed expectations by consistently developing the relat ionships you need for success in your work and personal life .

You will:

  • Gain insight into a critical mindset shift that will change your relat ionship results forever
  • Learn your own behavioral style and how to maximize its strengths and minimize its weaknesses in every day interactions
  • Leverage a strategy to recognize and adapt to personality styles so that you can reduce your stress and gain in fluence, regardless of your authority or title
  • Walk out with a strategic, and tactical plan to intentionally develop the relationships you need for success

 

Skip Weisman & Manley Feinberg II

Closing Session: How to Go from Overwhelm to Overdrive: 3 Critical Steps to Reach Your Next Summit & Build  Your PM Legacy

In this interactive, engaging, entertaining and practical session Skip and Manley will collaborate to bring the day to a dynamic, inspiring close sending attendees home inspired to aspire to a higher legacy in their role as a project manager an d project leader.

The session will bring together components from Skip and Manley’s presentations earlier in the day for a final message that raises the bar on expectations for the project managers’ capability to reach their next summit, communicate to im pact and influence, and build a legacy as a project management expert.

You will:

  • Get Clarity and a Plan to Reach Your Next Summit
  • Gain an Essential Mindset to Build Incredible Momentum
  • Crank up your commitment to get real ROI from your investment in this event

 

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Brad Hunter, PMP|MPM

Rolls-Royce Corporation

 

Project Management Plan: How to Manage Chaos

"I am the PMO Program Executive for a significant corporate strategic infrastructure program.  When recently asked by our global Director of Program Management what I thought had gone well from a project management perspective thus far, my first response was having a robust project management plan in place.  My answer came as a bit of a surprise to him, which made me wonder why.  I had assumed that all project management practitioners clearly understood the importance of having a robust project management plan that was progressively elaborated throughout the project/program life cycle.  I do also believe, however, that often times we dive directly into a project/program without doing the proper level and detail of planning, as I've seen it happen in our company many times.  Despite the fact that I personally found this to be arguably one of the most important planning documents to have in place, textbook and internet searches including PMI, as well as a review of the PMBOK, were surprisingly void of anything other than definitions, how to guides and examples as opposed to stressing the importance to overall project/program success.  The presentation provides insight, along with specific examples, as to why our project management plan has and continues to be so important to the success of the program.  The presentation purposely takes the audience through the simple question, and why and how we prepared our project management plan, before sharing the size and significance of the program that it supports.  The intent of this approach is to have the audience understand and appreciate the need prior to understanding the size of the project/program, so as not to have them simply dismiss it based on the latter.  To reinforce the point, the presentation ends with a brief explanation as to how an omnibus project management plan can be used to cover a group or portfolio of smaller projects."

 

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Brian Monson, PMP|PSM 1|PSPO 1

DMI

 

Hardcore Soft Skills: Tools for the BA Toolbox

Soft Skills?  What are soft skills?

  • My career as a BA is going well, but I don’t seem to be progressing as fast as I thought.  
  • When I run a facilitated session, it does not go as smoothly as I planned or envisioned it would. Afterwards, my business sponsor identified a couple key requirements I missed during a requirements elicitation session.
  • The Project Manager is angry because I supposedly didn’t push back enough and now we’re on the hook to deliver additional functionality not originally in the project scope.  Sound Familiar?
  • I know the steps to elicit and gather requirements.  I can conduct a business meeting or facilitate a session exactly as prescribed in my company’s training manual.  I know how to use every feature in MS Word and PowerPoint.  What am I doing wrong?

It sounds like you have enough “hard skill” tools in your BA Toolbox, but are missing a few “soft skill” tools.

This session is designed to help you identify the missing soft skills and acquire them.

 

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Chad J. Willett, MA|SAG|NSA

Willett Ventures, LLC

 

Smash the Box

 

SMASH THE  BOX by thinking different!  Acting different! and creating a culture of innovation! Groups that “Smash the box” generate “game changing” ideas that gives them a creative advantage over their competition.  “Game changing” ideas, creative plans, and cultures of innovation lie outside the box... are you ready to take thinking outside the box to the next level?

 

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Charlotte Franck, PMP|ASM

Moser Consulting

 

Agile - Tips for a Successful Transition

When Charlotte was a child, if her mom made a new dish she'd say it tastes like chicken so Charlotte would try it. As Agile sweeps through the landscape of product and process improvement, you may have heard that it is a lot like Project Management, in other words, it tastes like chicken. Yet, does that analogy hold up?

As a project manager with over 20 years of experience in project and program management, when Charlotte became a Scrum Master in a major Agile initiative, she discovered that despite similarities between Project Management and the Agile framework, there were a number of things she needed to do to be effective in the Agile environment.

This interactive workshop will help project managers move from traditional project management to Agile frameworks by exploring the similarities and differences between the two as well as providing next steps project managers can take to be effective Agile participants.

 

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David Maynard, MBA|PMP

Indiana University / Purdue University Fort Wayne

 

Risk Management in Sync with PMBOK 6

How is Risk Management different in the 6th edition of A Guide to the Project Management Body of Knowledge? Join a Subject Matter Expert who helped revise the risk chapter of the PMBOK and knows the ins and outs of Risk Management.

 

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DJ McCord, PMP

McCord & Cargile Marketing Resources | Vets2PM

 

Changes to the new PMBOK 6th Edition

 

What's new in the PMBOK? There are changes afoot in the land of Project Management new version of A Guide to the Project Management Body of Knowledge, changes to the PMP exam. This session takes you through some of the major changes in the PMBOK and how they affect what we see as best practices.

 

Preparing to take the PMP Exam

With the changes that have come with the 6th edition of A Guide to the Project Management Body of Knowledge, so too do we have changes to the PMP exam. In this session we'll discuss if and how those changes affect how we prepare to take the exam. Also covered are best practices for preparing to take the exam, whether you do so before or after the changes go into effect.

 

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John Canfield, B.S.|B.A.

 

Six Thinking Hats

 

 

This Six Thinking Hats presentation is a powerful introduction and practice structured to help business executives break out of their 'thinking ruts' using techniques found in Dr. Edward de Bono's landmark book, Six Thinking Hats.

This presentation is designed for business people at all levels who conduct and participate in business discussions and meetings, and whose input is required for problem solving and decision making. It will be particularly beneficial to individual contributors and teams working in highly competitive environments. Many teams can make excellent use of this approach: research and design, sales and marketing, quality improvement, executive planning, recruitment, etc.

Participants will learn to use different approaches to business problems. They will explore all aspects of each situation and generate alternatives that go far beyond obvious solutions. The process encourages people to separate fact from opinion, to look fully at both positive and negative opinions and to get hidden agendas that can sabotage any meeting on the table. It stimulates their innate creativity and helps them discover how to turn seemingly insoluble problems into real opportunities.

This practical, skill-building program will help you replace one-dimensional thinking with six-dimensional thinking. Thinking is a skill that is not necessarily correlated to intelligence. As a skill, it can be learned, developed, enhanced, and practiced.

 

Thinking Skills, For Improvement & Innovation

This presentation introduces a curriculum of structured methodologies that dramatically improve a leader’s ability to plan, solve problems, be more creative and innovative, and lead more effectively. We can consider that intelligence and thinking are different. Intelligence is our innate capability, what we're born with. Thinking, on the other hand, is how we learn to use our intelligence, and as such, is a skill. As a skill, like bowling, golfing, cooking, etc., it can be actively improved. In one comparison, intelligence is the race car and it's finite mechanical capabilities, and thinking is the driver who can learn more and more about how to maximize the utility of the car.

Business performance improvement is built on a healthy sequence of good decisions supported by the decision makers' organizations. Good decisions come from good thinking, the ability to solicit, consider, compare, and select good ideas. By improving our thinking we improve our alternatives, behaviors, and decisions, contributing to improved organizational performance.

The Thinking Skills Curriculum includes carefully selected techniques that guide thinking and help teams make better decisions that more team members support. This is the opposite of group think. These techniques help each participant both improve and present their own ideas and their teams to make better decisions that more of the participants support.

 

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Laura Hansen, PMP|PMI-ACP|CSM|CSP|PSM I|Project+|M.S. in Technology

Eimagine

Agile Games: Lego my Cynefin!

In this session attendees participate in an Agile game, engage in discussion around the outcome of the game, and leave with newfound experience applying concepts associated with Agile, leadership, and organizational effectiveness.

In particular we will discover the intricacies of the Cynefin framework. The Cynefin framework is a decision making tool that has a variety of applications across industries. At its most basic level, this framework can be used to help those managing day to day operations, project delivery or triaging issues to reach decision on the best path forward.

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Mark Pendergast, PMP

 

Excel Power for Project Managers

 

 

Excel is probably the most used Project Management tool (even more than MS Project) yet few PMs really know their way around the full set of features. We will explore the power of advanced Excel techniques in a hands-on manner as we walk through the life cycle of an imaginary project.

Key focus areas will be Excel templates, data quality assurance and productivity through advanced formulas and features.

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Dr Mitchell Springer, PMP|SPHR|SHRP-SCP

Educational Support through the Career Life-Span of PM Professional Working Adult Learners: A Discipline Specific Reflection from the Learner’s Perspective

Life-span career educational needs of Program/Project Management (PM) professional working adult learners are premised on a self-perspective that is multi-faceted. At the lowest level are underlying foundational needs of motivation; this given there is an expected and desired outcome from an applied level of effort. As PM careers progress, there is an acute awareness of the remaining opportunities available for PM professional pursuit; this frequently is referred to as having “a short runway”, and, is the underlying basis for pursuing educational opportunities correspondingly aligned.


Aside from the many fleeting opportunities attendant to an aged career, there are numerous life phase motivators, as well as those attendant to biological, psychological and cognitive changes that have a direct impact on desire and/or willingness to exert energies toward educational pursuits.
Gerontological life phases refers to the scientific study of human development. The scientific study of human development is the science that seeks to understand how and why people change, and how and why they remain the same, as they chronologically age.


Much has been written about career opportunities, the short runway and the shortfall of skilled project management professionals due to the ageing population. Many have written about the average retirement age for men and women in the United States. More recently, there have been articles on life expectancy of working men and women with college education in non-physical jobs extending past the average life expectancy stated in actuarial tables.


This presentation frames the PM learner’s perspective and subsequent educational needs, and value add of administrative organizations in meeting the needs of PM professional working adult learners as they transition through their career life spans.

 

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Neil Potter

 

Doing PMBOK, Agile/Scrum and CMMI*

 

 

The Project Management Body of Knowledge defines an extensive set of project management practices that can be applied to any type of project.

Scrum is a software development methodology based on Agile principles. Agile methodologies promote a project management process that encourages frequent inspection and adaptation, a leadership philosophy using teamwork, self-organization and accountability, with strong customer involvement.

The CMMI-DEV* model is a collection of practices aimed at organizations that develop products, systems and IT solutions. The model is organized into five levels, each level defining more advanced practices to improve schedule, budget, risk management and quality performance. The levels provide a road map for sustained incremental improvement.

This session compares and contrasts CMMI, PMBOK and Scrum and shows how implementing one can significantly implement, or co-exist, with the other. The presentation summarizes each framework and shows in detail how they compare at a practice level.

The audience will understand how to focus on PMBOK and then know how to implement the project management sections of CMMI, or implement CMMI and understand the practices of PMBOK. If teams are using Scrum, the audience will understand how to use PMBOK and / or CMMI within an agile project.

 * Capability Maturity Model® Integration for Development

 

Addressing Your Agile/Scrum Challenges

The Scrum process is a defined high-level project life cycle that teams can adopt to quickly plan and manage their work.

Without careful implementation, organizations can get into a mess with Scrum because of the following reasons: a) requirements in the backlog are sloppy or non-existent, b) release planning has been skipped so there is no end point, c) practices such as risk management, CM, design and cross-team coordination have been forgotten about.

This workshop teaches Scrum and addresses head on the challenges you face.

 

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Pam and Pat Johns

Parallel Partners

Entrepreneurial Operating System (EOS): How to gain traction in your business

  • What is Traction? How is it done? Why does it work?
  • The Book and The Model and The Process
  • 13 Basic Tools to help Entrepreneurs Simplify, Clarify and Achieve their Goals
  • How to Hold World Class Meetings
  • Solving Issues – For Good!  Learn the skill and move forward faster

 

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Reprakash Ram, PMP, PMI-ACP, SA, CSM

Crowe Horwath LLP

 Agile | Scrum for New PMs

 

Agile Project Management focuses on continuous improvement, scope flexibility, team collaboration, and delivering business value added products. Agile Project Management methodologies include Scrum, Extreme Programming (XP), and lean among others. These frameworks adhere to the Agile Manifesto and the 12 Agile Principles.

This session will help new Project Managers understand the value of Agile Scrum Project Management for managing software delivery that comes under the umbrella of Agile Project Management.

At the end of this session, you should be able to:

  • Describe the lightweight process framework that embraces iterative and incremental practices
  • Narrate Agile Project Management roles and Agile Scrum Project Management artifacts
  • Explain how the Scrum Project Management work
  • Identify the tools that need to manage a Scrum Project

 

Estimating the Unknown in Agile Project Management

How many items will be completed? When it will be done? These are the most common questions asked during Agile project planning cycle. Hence, it is important to estimate the size of what the teams are developing and determine how long it would take to build the product. Estimation plays a significant role in the Agile Project Management planning phase.

This session will help the Project Managers understand the importance of Agile estimation and the various techniques used to estimate the items required to build the features using Agile methodologies.

At the end of this session, you should be able to:

  • Describe the Agile concepts of estimation
  • Explain the Agile estimation techniques and the benefits
  • Identify the estimation units required for Agile estimation

 

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Robby Slaughter

AccelaWork

 

Radical Productivity

Radical Productivity: The Future is Smarter Workflow RS Business now happens in a world where Google has all of the answers in seconds, and this means that administrative and information professionals must be faster, more organized, and more efficient than ever. But how do you enable your workforce to access their full potential?

This dynamic program outlines the workflow-first approach to tactical planning, a strategy that ensures the structure of your organization is designed to make it as efficient as possible. Join Robby Slaughter, an expert in productivity and workflow, to help your business build smarter, more productive teams for today’s business environment.

 

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Sonal Sheth Zawahri

Tru You, LLC

 

Leading Without Authority

 

This interactive presentation walks through ways attendees can lead without authority. In both our personal and professional lives there are times when we are called on to lead teams and accomplish tasks without having the “authority” to enforce consequences for poor performance. How do you lead others without official authority? There is another way. Leading with Influence easily replaces leading with “authority” as the better way to guide a team to accomplish goals.

 

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Ted Barth

BNW Manufacturing Associates LLC

Integrating Schedule & Resources across Multiple Projects in Complex Program Management Environments.

Engineering and manufacturing companies face the challenge of delivering high performance results in complex program management environments that integrate multiple projects, multiple programs, cross-functional resources, a wide range of program manager skills, competing technology tools and information in various formats, locations, and time zones.


These challenges when boiled down consist of spaghetti information across multiple database and tools resulting in redundancy of data with administrative drudgery; alternative choices of PPM [Program Project Management] technologies; little to no resource manager reports or tools to prioritize project tasks competing for the same, limited resources; and inability to forecast troubled projects before project finish. And last and likely most important, PMO’s are challenged by their inability to apply the right technology to achieve high performance results by utilizing a limited number of project information databases. In fact, evidence will be presented that PMO’s in complex program management environments are much more successful if they have fewer databases rather than many. Presentation will show how a single, integrated database can achieve these results.


This presentation will cover the proven, evidence based Game Changer time to market implementations using Microsoft Enterprise Project Management technology [the best of the eight competing PPM solutions of the Gartner eight magic quadrant manufacturers]. A proprietary PM Maturity model is shown to accelerate cultural adoption is demonstrated its ability to reduce resistance and accelerate transformation of tools and methods. Best practices are shared that

A.) allow schedules and man hour resource demands to forecast troubled phases and projects during project process;

B.) Ease of application [three mouse click method] to integrate overtime, manning, and subcontract solutions to meet schedules and maximize man hour resource utilization;

C.) resource leveling man hour capacity forecast over and under allocations by shifting over and under allocated resource capacities using push- pull critical / slack path resource demands to minimize project schedule slippages caused by resource over-allocation.

An example application will be shown which involved both engineering and manufacturing of a new product CapEx launch within the automotive industry. Once the EPM system and best practices were put in place, the business showed over 17% reduction in lead times and a six figure annual savings in Sunday overtime premium costs, with less than a twelve month payback. It is no wonder that in one industry- automotive executive, Dr. Jay Baron, President and CEO of Center for Automotive Research, called this game changer implementation- “This BNW Manufacturing program management system is the best Engineered to Order scheduling, capacity planning, and execution tool in Automotive Industry today”.

 

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Thresette Briggs, SHRM-SCP|DDI

Performance 3, LLC

 

Beyond Misery: Using Project Management to Get Change Right

Having difficulty implementing a change initiative? Call in a Project Manager.

Change in any form can be challenging, but the competencies Project Managers possess can assist with acceleration. An article in Integrated Project Management (www.ipmcinc.com) lists successful Project Manager competencies as:

  • leadership
  • execution
  • decision-making
  • communications
  • strategy development
  • team management
  • business acumen
  • technical competence, and
  • critical thinking

These 9 competencies are ideal for leading complex change, positioning Project Management Professionals in companies of all sizes and in all industries to take on more significant leadership roles.

This interactive session will share how project managers can integrate these competencies during change for successful implementation, problem-solving and team-building, and for producing higher performing teams that can get change right.

 

 

A great big thank you to our PDD 2017 Sponsors:

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