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2009 National BDPA Technology Conference
                                                           Raleigh, North Carolin...
2009 National BDPA Technology Conference

             Everybody Matters:
    A Practice in Diversity Appreciation™


    ...
Presentation Objectives


• To illuminate one key way to be a better
  listener;
• To become more informed about how to be...
Everybody Matters

• Introduction/Overview



• Participant Introductions




                                  5
Listening Exercise

• Name some challenges to listening.

• Why is it important to listen?

• In what ways do we not liste...
Working Agreement



• Create a working agreement together and
  post in the room




                                    ...
Appreciating Similarities

STAND IF…

• Stand when your category is called.

• Recognize with whom in the room you have
  ...
Shifting Paradigms

• What are some key differences between
  assimilation, differentiation, and inclusion?




          ...
Cognitive Scripts

• What is a cognitive script?



• How does it affect me?



• How does this affect stereotyping?



  ...
Honoring Differences

How I View The World

• Break into smaller groups

• Do “Respecting Differences” Activity




      ...
Wrap Up

• Appreciations/Highlights

• Q&A

• Evaluations

• Dismissal



                              12
Contact Information



       L. LaShawn Brown
          President/CEO
     One in a Billion Consulting
LaShawn@oneinabill...
2009 National BDPA Technology Conference

        “ High-tech high-touch coaching “

                      Doris Shannon
 ...
What is personal coaching and
         why it works.




            Coaching for Success Inc.        15
         http://w...
Personal coaching!
     • Human-to-human coaching has proven to be the
       most impactful of all human performance
    ...
What is personal coaching?

•    Coaching is often confused with, consulting, therapy and
     mentoring

Consultants     ...
Coaching works!
             that‟s accepted, without question
                         in sports.

   winning            ...
Activity
     • What do sports coaches do that creates
                     winners?




19                      Coaching ...
Coaching creates
   Winners in business.
In the past 10-15 years performance coaching has
            moved inside organiz...
Who‟s getting coached?

                         Inside organizations

2009 Sherpa Executive Coaching Survey:
         Coa...
Executive coach compensation


                                     $3,500
                                         per ho...
Because it works!


• Studies show proven performance
  improvements from coaching executives

• Booz Allen study - 689% R...
Non-executive coaching studies
                                    Sherpa & ICF studies


•96.2 % would repeat their coach...
3 broad coaching niches

                            •     Executive/leadership
                                  developm...
EVOLUTION of coaching

     • # of coaches




     • Use of technology

26                    Coaching for Success Inc.
 ...
High-tech, high-touch coaching




27                  Coaching for Success Inc.
             http://www.coaching4mysucces...
Coaching for Success Inc.        28
http://www.coaching4mysuccess.com
Group Coaching
Group Coaching is a
wonderful opportunity to
receive coach-like facilitation
while benefiting from the idea...
Maestro Conference calls




        Coaching for Success Inc.        30
     http://www.coaching4mysuccess.com
Deepen your understanding of
    why coaching works




         Coaching for Success Inc.        31
      http://www.coac...
Why Coaching works

• We asked our clients




         Coaching for Success Inc.        32
      http://www.coaching4mysu...
Ubuntu… I am because of others

• "Ubuntu" means I am a person through
  other persons, referring to the fact that
  you c...
Coaching works
           engages our 3 most powerful intelligences




                                           #1

   ...
What is Spiritual Intelligence?




          Coaching for Success Inc.        35
       http://www.coaching4mysuccess.com
ACTIVITY
               Are you ready to win?

Question: If you have the K.S.A. what else do you
  need to win?




36    ...
What is your new “Knowing”?




37                Coaching for Success Inc.
           http://www.coaching4mysuccess.com
YOUR Questions




        Coaching for Success Inc.        38
     http://www.coaching4mysuccess.com
References


     Research studies/papers                             Finding a personal coach
1.    Booz Allen “The Busin...
Contact information


                Doris Shannon
            Coaching for Success Inc.
       doris@coaching4mysuccess....
Coaching for Success Inc.        41
http://www.coaching4mysuccess.com
What is    Personal coaching…
                                                Partnership
                                ...
Top 10 Benefits of coaching

1. Maintain a greater focus, clarity
   and purpose.
• Define personal and business
   vision...
2009 National BDPA Technology
          Conference


Networking for the 21st Century
            Presented by

        Kei...
An online professional networking site
    with 40+ million professionals.
Learning Objectives



•   Top 10 Uses
•   Overview of
•   Setting Networking Goals
•   LinkedIn Resources
Top 10 Uses
•   Personal            Connect with friends, family, classmates
•   Business            Work with colleagues,...
What Does Success Look Like?


Succeed by finding the individuals you seek
               Sales Leads
                Exe...
Overview of
LinkedIn Facts


Largest, most popular professional/business social
  networking site.

• 40+ million users in 170 industr...
Sean                           Maya       Mike
                         Brett                                   1st level ...
Your Home Page

The In Box …How To Find Everything!
The Home Page of LinkedIn!


                          •Activity Summary on Home
                          Page

         ...
Inbox Of LinkedIn!




•You may receive multiple invitations at one time.
•To Add at one time, simply click on the arrow n...
Site Map Of LinkedIn!




Site Map is found on the Bottom of each page
Your Profile

Setting It Up!
Develop A Complete Profile
•   Two Goals
    1.   Want to be found by business partners, prospects and recruiters quickly....
Obtain Recommendations
• Request that your best clients, vendors, former colleagues and
  managers write a recommendation
...
Obtain Recommendations

• You control what is displayed on your profile
     Any mis-spelled words or grammatical errors ...
Keith’s Profile


                  If You Want All
                   To Connect to
                  You, Add Email
    ...
Details Of Your Public Profile on LinkedIn!


                      •Public Profile
                      Settings Page
  ...
YOUR NETWORK
   Grow it!
Invest Time And Energy Into Making Connections!


                  has over 40 million members!

                        ...
YOUR NETWORK DETAILS
YOUR NETWORK DETAILS
GROW YOUR NETWORK (Invite)
GROW YOUR NETWORK (Caution)
GROW YOUR NETWORK (Caution)
•   Always personalize your invitations to connect and never use the standard
    default mess...
SEARCH FOR CONTACTS


                                                                   •Keyword Search
                 ...
THE THREE I’s
                                            Invitation
•   A direct request to join LinkedIn and/or your net...
Invitation
Introduction
Introduction
Introduction

LinkedIn For Dummies by Joel Elad recommends that you observe the following
   protocol in using
the Introdu...
InMail
InMail

               Directly contact with InMail
 30x more likely to get a response

 Fast and Direct
   o Delivered ...
InMail

 Find some commonality between you and the recipient before
  stating your desire/need in the opening sentence. S...
Be Proactive!
                Approach Potential Business Partners & Prospects



Approach        Don‟t wait for others to...
JOIN GROUPS

•   Over 220,000 groups on LinkedIn.
•   Bring together people with common interests and backgrounds – i.e.,
...
JOIN GROUPS
Advanced Tips


    Complete Your Profile

•   Upload a photo (makes your profile complete). Makes it easier for others to...
YOUR SEARCH
…search your whole network in just a few minutes.



                             Looking for Jobs or Companie...
Search For Jobs




         •Jobs Screen

         •Update all your
         information
         before using tools
    ...
Search For Jobs
Search For Jobs
Search For Companies
  New Feature on LinkedIn!
Search For Companies
Tools & Plug-Ins

Download From Site List
Using The Tools on LinkedIn To Maximize Your
                Productivity!




                                       •Use...
LinkedIn Outlook Companion Toolbar
LinkedIn Outlook Companion Toolbar
LinkedIn Outlook Companion Toolbar
LinkedIn Browser Companion Toolbar
Featured Applications


LinkedIn Applications enable you to enrich your profile, share and collaborate with
       your ne...
Featured Applications
New on LinkedIn!

•   Events
     – Found under Applications. This functionality allows a user to add an event to LinkedIn...
Your Account Settings

  Setting Them Up!
Account Options For LinkedIn!




                                •Be sure your settings
                                a...
Account and Settings




                       Settings Options
                       For LinkedIn!
Account and Settings
Setting Networking Goals
Online Networking Dos and DON’Ts

    Do
•   Have a pay it forward attitude – give to get.

•   Assess your skills, talent...
Online Networking Dos and DON’Ts

    DO


•   Focus on contacts that can help you get to the right person.

•   Invite ev...
Online Networking Dos and DON’Ts


    DON’T
•   Forget your manners.

•   Be selfish by abusing your network.

•   Join L...
Online Networking Dos and DON’Ts


    DON’T

•   Let LinkedIn serve as a substitute for human interaction.


•   Have unr...
Quality versus Quantity Networking


Who To Invite?
•   Old school – only invite people you know and trust very well and b...
Quality versus Quantity Networking


                            The power of weak ties

• Weak tie: a friendly yet casual...
Quality versus Quantity Networking


   Networker: what are you?

• LION – An open networker – accepts all and any invitat...
Quality versus Quantity Networking


   Networker: what are you?

• Hound Dog – Someone who connects to those that they kn...
Quality versus Quantity Networking


   Networker: what are you?

• Turtle – is a closed networker or someone who has chos...
LinkedIn Resources
LinkedIn Resources

• Blog by Sean Nelson
   – Linked Intuition – http://linkedintuition.com/blog : sign up for the RSS
  ...
Contact Information

        Keith Warrick


        Trainer Consultant
          404.580.3585
 warrickk@successarchitechs...
2009 National BDPA Technology Conference



Putting Your Career on Steroids in a Matrixed
                Environment

   ...
Presentation Objectives

•   Knowing Yourself and Being Your Best
•   Knowing Your Organization and Its Values
•   Underst...
Knowing Yourself, Being Your Best

• “We have met the enemy and he is us” –
  Pogo (1)

• Assess yourself critically and h...
Know Your Organization‟s Values

• Does your organization value relationships
  above productivity?
• Does your organizati...
Understanding the 21st Century
                      Workforce

  •   A View of Work and
      forces impacting your
     ...
The IT Professional Outlook:
          Strategic Planning Assumptions
• By 2010, six out of 10 people affiliated with the ...
How to Move Up

•   Promotion
    Considerations
                                         Do the leaders in organization
 ...
When to Move Laterally

• To obtain additional needed skills, and
  references
• To gain leadership skills – movement from...
“Your Services are No Longer Needed”

•   Know the Signs
•   Decreased Workload
•   Memos cutting back on expenses
•   Oth...
What is this Networking Stuff?

• Network Personally and Electronically
• Join at least two organizations germaine to
  yo...
Putting Your Career Plan Together


• Know Yourself
• Know which environments in which you
  thrive
• Understand how your ...
Reference Information

(1) Increasing Demand for Demand Management
     http://www.bleum.com/pdf/Increase_demand_for_deman...
2009 National BDPA Technology Conference




   “Going Geek is the New Chic”
              Milt Haynes
        Past Nation...
Presentation Objectives

This presentation will address all aspects of Careers In
   IT and the core competencies necessar...
Why BDPA

When Earl Pace, Jr. and the late David
Wimberly founded BDPA in 1975 they voiced
their concerns as:
•Lack of min...
BDPA Vision


 Be a powerful advocate for our
stakeholders‟ interests within the
   global technology industry.




      ...
BDPA Mission




 BDPA is a global member-focused
technology organization that delivers
   programs and services for the
 ...
BDPA Stakeholders


 Members
 Corporate Supporters and Sponsors
 Black IT Businesses and
  Entrepreneurs
 Educational ...
Milt Haynes




2009 National BDPA Technology Conference   132
Blacks Gone Geek


  Blacks Gone Geek is an online community
  that serves to inspire a new generation of
 African America...
Abbott Laboratories


    Abbott is a global, broad-based health care company devoted to the
discovery, development, manuf...
IT Senior Management Forum
VISION
•To significantly increase African American
leadership in Information Technology

MISSIO...
“IT Solutions for Business Problems in Challenging Economic Times”




            "BUSINESS OF INNOVATION AND IT"
      "...
PMI Chicagoland Executive Council




   The PMI Chicagoland Chapter Executive
Council is a group of invited executives fr...
BDPA Chicago Corporate Advisory Council




The Corporate Advisory Council (CAC) supports the Chicago Chapter of
     the ...
Education Life Cycle
From the Classroom to the Boardroom



                                           Corporate Advisory ...
Our Challenges


• Offshore talent is much cheaper and well trained

• Recent graduates need experience to get a job and
 ...
BDPA Who‟s Hiring Initiative
          Program Background


• Demand for African Americans in IT is
  outpacing supply
• C...
BDPA Who‟s Hiring Initiative
             Program Purpose


• The purpose of this program is to fill the
  pipeline with t...
BDPA Who‟s Hiring Initiative
                 Filling the Pipeline

Senior Executive
                                     ...
BDPA Who‟s Hiring Initiative


 Job Hunt                                                             Job
                 ...
Steps for Long Term Employment in IT*



•   Obtain a strong foundational education
•   Learn technologies used in a globa...
Get Geeked!




2009 National BDPA Technology Conference   147
Who‟s Getting Hired

•   Internal candidates
•   Industry experts (PMP, Business Objects, Clarity)
•   Market Hires
•   Co...
Critical Skills Focus


“The only way to get ahead and stay ahead in
  this challenging job market is to constantly
 disti...
2009 IT Job Outlook - Detailed Survey
              Results




       2009 National BDPA Technology Conference   150
Top IT functional areas for greatest job
               market demand in 2009

•   Business Process Management 29%
•   IT ...
Get Coached!




2009 National BDPA Technology Conference   152
Feedback



• Can‟t Find a Job? Here‟s Why…
     Under qualified (skill set mismatch)
     Unprepared
     Under develo...
Feedback


• Can‟t Find a Job? Here‟s Why…
      You're not as marketable as you think
      You place too much faith in...
Career Coaching
         Assisting the BDPA Job Seeker

o How to “Get in the Game”
o Conducting the Employability Assessme...
Career Coaching
             Assisting the BDPA Job Seeker

o   Matching Algorithm Exercise
o   Writing a Killer Cover Let...
Coaches Corner: Keys to Success in 2009

o Establish Your Web Presence
o Communicate Your Value
o 6 Letters You Need to Us...
Think BIG!




2009 National BDPA Technology Conference   158
What‟s your USP?


Faster than a speeding bullet.

More powerful than a locomotive.

Able to leap tall buildings in a sing...
P. I. E.


There are three elements important to players who want to fine
   tune their skills and move up in their profes...
Get Discovered!




2009 National BDPA Technology Conference   161
Online Community Start-up Guide


Document Outline

o    Introduction
o    Beginner's Guide to Website Creation
o    Blogg...
Get Engaged!




2009 National BDPA Technology Conference   163
Development Spectrum

                                 Development                                         Most
Least     ...
Critical Success Factors


•   Managing Expectations
•   Making the BDPA Connection
•   Keeping Marketable
•   Building a ...
Recommendations:
              Where to Go From Here?

• Choose which domain of expertise best suits you. Learning
  and r...
Recommendations:
                Where to Go From Here?

• “Publish or perish”
     Publish Your Own Professional Website...
Recommendations:
           Where to Go From Here?


•   Know your gifts
•   Find your niche
•   Develop your business mod...
Recommendations:
                Where to Go From Here?

• Master the politics of the business inner circle
• Practice lif...
Q&A




2009 National BDPA Technology Conference   170
Back-up Slides




2009 National BDPA Technology Conference   171
Recommended Reading


“Beyond Performance: What Employees Really Need to
Know to Climb the Success Ladder” by Roland D. No...
Recommended Reading


“The New Rules of Marketing & PR: How to Use News Releases,
Blogs, Podcasting, Viral Marketing & Onl...
Recommended Reading


“The First 90 Days: Critical Success Strategies for New
Leaders at All Levels” by Michael Watkins
“W...
Contact Information



  Milt Haynes, Founder
    Blacks Gone Geek
milt@blacksgonegeek.org
      630-707-8001
www.blacksgo...
2009 National BDPA Technology Conference
                                                       Raleigh, North Carolina


...
2009 National BDPA Technology Conference



          An Introduction to the
     Project Management Life Cycle

        J...
Presentation Objectives

At the completion of this presentation, you will be
able to:
  Describe the differences between ...
Project Management

In general, for a project to be successful you will
need four things:
 Use of appropriate processes r...
Life Cycles


                  • Comprised of all the phases and iterations of
Product/Service     the product/service
  ...
Product Life Cycle




                     181
Project Life Cycle




Design   Code     Test    Train   Implement




                                         182
Project Management Life Cycle

                         Systems Development Project



 Design
Design            Code     ...
Process Groups
Initiating
• Processes performed to define a new project or new phase of an
  existing project by obtaining...
Process Groups

     May overlap other process groups

     May be iterative throughout the project



                 ...
Knowledge Areas

Nine knowledge areas encompass the 42 fundamental project
management processes according to the PMBOK ® G...
Framework
                                       Project Management Process Groups
Knowledge                              ...
Framework
                                                 Project Management Process Groups
  Knowledge                  ...
Big Picture


                                                          Monitoring
Initiating         Planning            ...
PMBOK 4th Edition Changes

 Standard language incorporated throughout the
  document.
 New data flow diagrams clarify in...
PMBOK 4th Edition Changes

 Overall number of processes decreased from 44 to
  42.
 All process names changed to a verb-...
PMBOK 4th Edition Changes

Changed processes:
 Close Project changed to Close Project or Phase
 Manage Project Team chan...
PMBOK 4th Edition Changes

 Corrective action, preventive action, defect repair,
  and requested changes are now under ge...
PMBOK 4th Edition Changes

 Clear distinction between the elements that occur in
  Project Charter verses Scope Statement...
PMBOK 4th Edition Changes
    Project Management Plan                                  Project Documents
Change management...
PMBOK 4th Edition Changes

                   Charter                                   Scope Statement
Project purpose or...
References


PMBOK Guide®, 4th Edition


PMI®, PMP®, PMBOK Guide®,
Project Management Professional and Project
Management ...
Contact Information



  Jacqueline Ockleberry, PMP
        JYO Consulting
JOckleberry@JYO-Consulting.com
          817.78...
2009 National BDPA Technology Conference


Defining The Enterprise Architecture: The House Built Upon Straw
              ...
ARCHITECTURE DISCOVERY SESSION



• Architecture Discovery Session Objectives
   To be better positioned to define the cu...
Approach and Workshop Guidelines

            Approach                                              Workshop Guidelines
 ...
Objectives and Expectations

Value to Your Organization
•   Listen, Understand Business Needs -> Services
•   Listen, Unde...
360 Degree Feedback –
                What Do You Want The World To Say About Your Organization?



                    R...
FUTURE STATE CHARACTERISTICS

What would occur in the perfect Enterprise Architectural Environment?
    [YO] is more Comp...
Risk Factors




2009 National BDPA Technology Conference   205
[Your Organization‟s] Migration

    [YO]‟s Use of Technology In A Global Enterprise Organization?


             How does...
Strategic Road Map To Defining
                                             •Strategic
                                   ...
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2009 National BDPA Technology Conference Presentations

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These are the presentations made at the 2009 National BDPA Technology Conference held in Raleigh NC.

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2009 National BDPA Technology Conference Presentations

  1. 1. 2009 National BDPA Technology Conference Raleigh, North Carolina Professional Development •Everybody Matters: A Practice in Diversity Appreciation •High- Tech High- Touch Coaching. Why It Works •LinkedIn- Networking for the 21st Century •Put Your Career on Steroids in a Matrixed Organization •Why Go Geek?
  2. 2. 2009 National BDPA Technology Conference Everybody Matters: A Practice in Diversity Appreciation™ L. LaShawn Brown One in a Billion Consulting August 5 – 9, 2009 Raleigh, NC 3
  3. 3. Presentation Objectives • To illuminate one key way to be a better listener; • To become more informed about how to be more supportive of members in various subgroups represented in the session; • To recognize that diversity is a multi-faceted word; • To practice the conscious act of appreciating the unique qualities found in all people 4
  4. 4. Everybody Matters • Introduction/Overview • Participant Introductions 5
  5. 5. Listening Exercise • Name some challenges to listening. • Why is it important to listen? • In what ways do we not listen? • Do listening activity. 6
  6. 6. Working Agreement • Create a working agreement together and post in the room 7
  7. 7. Appreciating Similarities STAND IF… • Stand when your category is called. • Recognize with whom in the room you have commonalities. • Practice appreciating multiple qualities in people. 8
  8. 8. Shifting Paradigms • What are some key differences between assimilation, differentiation, and inclusion? 9
  9. 9. Cognitive Scripts • What is a cognitive script? • How does it affect me? • How does this affect stereotyping? 10
  10. 10. Honoring Differences How I View The World • Break into smaller groups • Do “Respecting Differences” Activity 11
  11. 11. Wrap Up • Appreciations/Highlights • Q&A • Evaluations • Dismissal 12
  12. 12. Contact Information L. LaShawn Brown President/CEO One in a Billion Consulting LaShawn@oneinabillionconsulting.com 210.775.2637 www.oneinabillionconsulting.com 13
  13. 13. 2009 National BDPA Technology Conference “ High-tech high-touch coaching “ Doris Shannon CEO Coaching for Success Inc. August 5 – 9, 2009 Raleigh, NC Coaching for Success Inc. 14 http://www.coaching4mysuccess.com
  14. 14. What is personal coaching and why it works. Coaching for Success Inc. 15 http://www.coaching4mysuccess.com
  15. 15. Personal coaching! • Human-to-human coaching has proven to be the most impactful of all human performance development methodologies. • Coaching does not replace education and training. • However once a person has learned what is needed to meet the norm/be competent - coaching helps them both define and create success. • Success is a personal “choice”. • The multi-billion dollar profession of personal coaching helps people create it. 16 Coaching for Success Inc. http://www.coaching4mysuccess.com
  16. 16. What is personal coaching? • Coaching is often confused with, consulting, therapy and mentoring Consultants Coaches Supports people Therapists Supports organizations in becoming to become successful successful Focus you on Focuses you on understanding your creating past. your future. Reveals clients to themselves. Reveals common experiences and their perspectives. Mentors 17 Coaching for Success Inc. http://www.coaching4mysuccess.com
  17. 17. Coaching works! that‟s accepted, without question in sports. winning winning Individuals Teams Coaching for Success Inc. 18 http://www.coaching4mysuccess.com
  18. 18. Activity • What do sports coaches do that creates winners? 19 Coaching for Success Inc. http://www.coaching4mysuccess.com
  19. 19. Coaching creates Winners in business. In the past 10-15 years performance coaching has moved inside organizations. Coaching for Success Inc. 20 http://www.coaching4mysuccess.com
  20. 20. Who‟s getting coached? Inside organizations 2009 Sherpa Executive Coaching Survey: Coaches work with: Coaching for Success Inc. 21 http://www.coaching4mysuccess.com
  21. 21. Executive coach compensation $3,500 per hour 2009 survey: $200 per hour Under 3 years: $250 per hour 3-5 years: $260 per hour 5+ years: $335 per hour 22 Coaching for Success Inc. http://www.coaching4mysuccess.com
  22. 22. Because it works! • Studies show proven performance improvements from coaching executives • Booz Allen study - 689% ROI • Manchester - over 6- times ROI 23 Coaching for Success Inc. http://www.coaching4mysuccess.com
  23. 23. Non-executive coaching studies Sherpa & ICF studies •96.2 % would repeat their coaching experience. •82.7 % “very satisfied” with their coaching experience. The top three motivations for obtaining coaching are 1) Self-esteem/Self-confidence (40.9 percent); 2) Work/Life Balance (35.6 percent); and Career Opportunities (26.8 percent). Who hires coaches •The majority of coaching clients have acquired an advanced level of education (a post graduate degree such as a master‟s degree or Ph.D.). •The duration for the average coaching relationship for survey participants was 12.8 months. •65 percent of coaching clients are female. •The largest cluster of coaching clients are between the ages of 36 and 45 (35.9 percent). Coaching for Success Inc. 24 http://www.coaching4mysuccess.com
  24. 24. 3 broad coaching niches • Executive/leadership development coaches • Career coaches • Life coaches 25 Coaching for Success Inc. http://www.coaching4mysuccess.com
  25. 25. EVOLUTION of coaching • # of coaches • Use of technology 26 Coaching for Success Inc. http://www.coaching4mysuccess.com
  26. 26. High-tech, high-touch coaching 27 Coaching for Success Inc. http://www.coaching4mysuccess.com
  27. 27. Coaching for Success Inc. 28 http://www.coaching4mysuccess.com
  28. 28. Group Coaching Group Coaching is a wonderful opportunity to receive coach-like facilitation while benefiting from the ideas successes and challenges of others. “knowing” Group Coaching is highly effective and an efficient use of time. Call in from the convenience of your home or office or any location. There is no need to go anywhere. $ Savings Coaching for Success Inc. 29 http://www.coaching4mysuccess.com
  29. 29. Maestro Conference calls Coaching for Success Inc. 30 http://www.coaching4mysuccess.com
  30. 30. Deepen your understanding of why coaching works Coaching for Success Inc. 31 http://www.coaching4mysuccess.com
  31. 31. Why Coaching works • We asked our clients Coaching for Success Inc. 32 http://www.coaching4mysuccess.com
  32. 32. Ubuntu… I am because of others • "Ubuntu" means I am a person through other persons, referring to the fact that you cannot be human alone, that you find meaning and fulfillment in community with others, and that you are who you are because of others. • “One of the sayings in our country is Ubuntu - the essence of being human. Ubuntu speaks particularly about the fact that you can't exist as a human being in isolation. It speaks about our interconnectedness. You can't be human all by yourself, and when you have this quality - Ubuntu - you are known for your generosity. We think of ourselves far too frequently as just individuals, separated from one another, whereas you are connected and what you do affects the whole world. When you do well, it spreads out; it is for the whole of humanity. 33 Coaching for Success Inc. http://www.coaching4mysuccess.com
  33. 33. Coaching works engages our 3 most powerful intelligences #1 #3 #2 3rd I intelligence quotient 2nd Emotional quotient Coaching for Success Inc. 34 http://www.coaching4mysuccess.com
  34. 34. What is Spiritual Intelligence? Coaching for Success Inc. 35 http://www.coaching4mysuccess.com
  35. 35. ACTIVITY Are you ready to win? Question: If you have the K.S.A. what else do you need to win? 36 Coaching for Success Inc. http://www.coaching4mysuccess.com
  36. 36. What is your new “Knowing”? 37 Coaching for Success Inc. http://www.coaching4mysuccess.com
  37. 37. YOUR Questions Coaching for Success Inc. 38 http://www.coaching4mysuccess.com
  38. 38. References Research studies/papers Finding a personal coach 1. Booz Allen “The Business Impact of Websites Executive Coaching • International coach federation 2. Manchester “Executive coaching yields return on investment almost six  http://www.coachfederation.org/find-a-coach / times its cost, says study”  ICF Local chapters 3. 2009 Sherpa Executive Coaching Survey Group coaching organizations 1. International coach federation (ICF http://www.coachfederation.org/find-a- coach 2. Compass/Coach Training Institute Coaching for Success Inc. 39 http://www.coaching4mysuccess.com
  39. 39. Contact information Doris Shannon Coaching for Success Inc. doris@coaching4mysuccess.com 678-701-5815 http://www.coaching4mysuccess.com 40 Coaching for Success Inc. http://www.coaching4mysuccess.com
  40. 40. Coaching for Success Inc. 41 http://www.coaching4mysuccess.com
  41. 41. What is Personal coaching… Partnership Builds client-directed partnerships that Helps people are confidential, non- find and reach judgmental, trusting, collaborative, sup Ask the clients to their goals and portive, do more than dreams they would have And focused on action, growth and done on their results. own. Customized for each clients •Focuses the evolving needs client to more quickly produce results Provides the tools, Elicits the support and client‟s natural structure to inspire wisdom and the client to creativity accomplish more. Coaching for Success Inc. 42 http://www.coaching4mysuccess.com
  42. 42. Top 10 Benefits of coaching 1. Maintain a greater focus, clarity and purpose. • Define personal and business vision and map out a strategy. • Set goals you‟re passionate about. • Build life-changing skills. • Create a better life – not just a better lifestyle. • Balance professional life with personal values. • Develop and maintain momentum. • Take Accountability. • Work smarter, not harder. • Eliminate limiting beliefs and gain new perspectives. Coaching for Success Inc. 43 http://www.coaching4mysuccess.com
  43. 43. 2009 National BDPA Technology Conference Networking for the 21st Century Presented by Keith Warrick August 5 -8, 2009 Raleigh, NC
  44. 44. An online professional networking site with 40+ million professionals.
  45. 45. Learning Objectives • Top 10 Uses • Overview of • Setting Networking Goals • LinkedIn Resources
  46. 46. Top 10 Uses • Personal Connect with friends, family, classmates • Business Work with colleagues, recruiters, hiring managers and associates around the world • Hiring Post/distribute job postings • Helping Others Pay It Forward ( )) • Find Recommended service providers, new clients, subject matter experts & partners • Be Found For Business Opportunities • Search For jobs and companies • Discover Connections to land new jobs/close deals • Find High quality passive candidates • Get Introduced To Other Professionals through your network
  47. 47. What Does Success Look Like? Succeed by finding the individuals you seek  Sales Leads Executives from every Fortune 500 company 37m  Candidates Users Millions of employed professionals open to hearing about new career opportunities  Business Partners More than 50,000 companies worldwide  Industry Experts Experts in all major industries
  48. 48. Overview of
  49. 49. LinkedIn Facts Largest, most popular professional/business social networking site. • 40+ million users in 170 industries globally • Millions of business introductions have been facilitated • Users accept 84% of all introductions • Based on six degrees of separation concept but displays three degrees on LinkedIn
  50. 50. Sean Maya Mike Brett 1st level = Bob Seth 500+ Jeff Chris Malik Justin Dave Pam Keith John 2nd level = Dave Rod 92,000+ Caryn Brad Mark Juan Chen 3rd level = Doug Cyana Lisa Allan 6,000,000+ Jean Dwayne LinkedIn: Three Levels of Connection
  51. 51. Your Home Page The In Box …How To Find Everything!
  52. 52. The Home Page of LinkedIn! •Activity Summary on Home Page •Inbox •Network Updates •Profile Updates from your Contacts •Recommendations shared by your contacts •New Connections •Info on your total network – group Navigate the updates, etc website easily from this box
  53. 53. Inbox Of LinkedIn! •You may receive multiple invitations at one time. •To Add at one time, simply click on the arrow next to Receive, select „Invitations‟ , each invitation and then click „Accept‟. •Follow the same process for InMail, Introductions, Q&A, Jobs, group messages and recommendations. •To handle individually, click on Subject.
  54. 54. Site Map Of LinkedIn! Site Map is found on the Bottom of each page
  55. 55. Your Profile Setting It Up!
  56. 56. Develop A Complete Profile • Two Goals 1. Want to be found by business partners, prospects and recruiters quickly.  Reflect on how people search for business contacts and populate your profile accordingly.  Use your „brand statement‟, 30-second commercial or elevator speech to engage a reader in your career summary/highlights in the „Summary Section‟  List keywords that you use on your resume in the “Specialties Area” to maximize chances of being found in searches 2. To be found by employers, colleagues, alumni and classmates.  List every employer and full academic history (leave off the years if you are concerned about age)  Highlight accomplishments for each of your employers  Ask clients, managers , vendors and peers for recommendations  Allows former colleagues to find you
  57. 57. Obtain Recommendations • Request that your best clients, vendors, former colleagues and managers write a recommendation • Why?  LinkedIn prioritizes search results by # of recommendations and account type.  8 + recommendations will be featured prominently if a search is done with your keywords.  Using Search Engine Optimization (SEO) principle - the more clicks on a web page the higher it shows up in search results. This builds your brand because it keeps looping back due to you having lots of recommendations.  Greater likelihood that you will be contacted by someone viewing your profile who doesn‟t know you personally  Recommendations build your credibility with those that do not know you thereby decreasing risk on their part
  58. 58. Obtain Recommendations • You control what is displayed on your profile  Any mis-spelled words or grammatical errors can be returned back to the sender for revisions  If the tenor of the recommendation is not to your liking, you can always choose to not display the recommendation on your profile • Give To Get – writing one for someone else usually prompts him/her to reciprocate • All recommendations can only be written by a LinkedIn member.
  59. 59. Keith’s Profile If You Want All To Connect to You, Add Email to name line Email could go in the heading section •PDF Download • Can attach as a supplemental doc to supply recommendations to Hiring Managers •Create a personal, vanity profile link •Edit Any Field Easily
  60. 60. Details Of Your Public Profile on LinkedIn! •Public Profile Settings Page •Verify Data You Want On Internet •Use Full View  Several Others To Include: •Basic View Includes: name, Industry, Location, N umber of Recommendations •Headline •Summary •Specialties •Current Position with Details •Education •Websites •Interests •Groups •Honors and Awards •Interested in
  61. 61. YOUR NETWORK Grow it!
  62. 62. Invest Time And Energy Into Making Connections! has over 40 million members! Who do you know? Think of everywhere you have worked, lived, volunteered, worshipped, hung out…you know lots of people! • Co-Workers • Classmates • Neighbors • Friends • Relatives • Service Providers • Clients • Vendors • Mentors
  63. 63. YOUR NETWORK DETAILS
  64. 64. YOUR NETWORK DETAILS
  65. 65. GROW YOUR NETWORK (Invite)
  66. 66. GROW YOUR NETWORK (Caution)
  67. 67. GROW YOUR NETWORK (Caution) • Always personalize your invitations to connect and never use the standard default message of “I‟d like to add you to my network on LinkedIn”. • Invitee can select one of three options – ACCEPT, ARCHIVE & I DON‟T KNOW. • A personal message makes connecting more compelling and shows that you intend to treat your network with the 3 As: Attention, Affection & Appreciation. • Create LinkedIn invitation script templates that you can use over and over by simply modifying the details for each particular invitation. • An ARCHIVED invitation simply means that it will be stored away on the Archive Server, available for you at any time on your account. • If an invitee selects the I DON‟T KNOW button 5 times (cumulative) you will be locked out of LinkedIn. • If locked out of LinkedIn, you will have to contact LinkedIn customer service via EMAIL ONLY (NO PHONES) and beg and plead to be reinstated. • LinkedIn sends a warning message to you after the 3rd time someone has selected I DON'T KNOW as you are inviting new connections to connect
  68. 68. SEARCH FOR CONTACTS •Keyword Search •Like other standard search engines •Place “Multiple words” searches in Quotes •Narrow Search Criteria by making as many selections as possible Use complex Boolean searches to Can do Simple Name Search at find just the right contacts! Top (HR OR human OR employee OR staffing OR recruiting OR recruiter OR employment AND (vice OR VP OR EVP OR SVP OR director)
  69. 69. THE THREE I’s Invitation • A direct request to join LinkedIn and/or your network from another LinkedIn user.  The requestor must have your e-mail address in order to send the invite unless he has indicated you are a friend, colleague, classmate , done business together or share membership in a LinkedIn group. Selecting „Other‟ will prompt the invitee‟s e-mail address to be input. • Invitations are a free service to all users with a lifetime limit of 3,000. Introduction • A free service for all users with a limit of 5 in the free account. • 1st degree contacts can introduce you to 2nd or 3rd degree (and above) connections. • All parties in the process must be LinkedIn account holders. • This process facilitates an electronic introduction but does not add this person to your network. InMail • This is a paid service if you are a free account holder – each InMail costs $10.00 or part of a premium account. • Allows you to connect directly to someone outside of your network without an introduction but it does not add this person to your network.
  70. 70. Invitation
  71. 71. Introduction
  72. 72. Introduction
  73. 73. Introduction LinkedIn For Dummies by Joel Elad recommends that you observe the following protocol in using the Introduction Request feature of LinkedIn: Approaching Each Party in the Introduction Be honest and upfront – say exactly what you hope to achieve so there are no surprises • Be polite and courteous – you are asking your friend/contact to make this introduction so that your request goes to the intended party • Be ready to give in order to get • Be patient – you may have a deadline (don‟t we always?) but everyone else usually operates on a different schedule and different levels of urgency – you can monitor the status of the introduction at any time by returning back to the message and viewing its forward status by the trail of green arrows and button – all green – it has been forwarded When writing your message to your intended recipient, keep these tips in mind: • Be honest and upfront • Be succinct • Be original • Be ready to give in order to get
  74. 74. InMail
  75. 75. InMail Directly contact with InMail  30x more likely to get a response  Fast and Direct o Delivered to the user‟s e-mail address/LinkedIn InBox on their home page  Trusted o LinkedIn acts as a secure communication broker – the privacy of the recipient is maintained – you never learn what their e-mail address is. o It‟s a cold contact but your professional profile and the compelling reason you provide in your message gives your recipient the confidence to respond.
  76. 76. InMail  Find some commonality between you and the recipient before stating your desire/need in the opening sentence. Save that for the body of your message. Eg. o Simon: I came across your profile on LinkedIn and noticed that we have several groups, past employers and people in common. I am a business analyst here in the metro Atlanta area and am always looking to grow my network. Would you be open to a call or a cup of coffee this week to discuss XYZ? – XYZ = the reason why you need to connect with Simon.
  77. 77. Be Proactive! Approach Potential Business Partners & Prospects Approach Don‟t wait for others to find you. Search for your connections. Continue To network with new people – those who can help you reach your goals. Ask People to introduce you to their contacts – 9 out of 10 times they will respond without hesitation. Remember Open doors – find senior executives you want to do business with. Send Notes to thank individuals for making introductions and for those who accept your invitation to connect.
  78. 78. JOIN GROUPS • Over 220,000 groups on LinkedIn. • Bring together people with common interests and backgrounds – i.e., professional groups, alumni groups and employment-related groups. • Can create a group or join an existing one. • Click on Groups …groups directory – by category or keywords. • Maximum of 50 groups that you can join. • Have access to group members – can send them a message and not be directly connected. • When a network search is done, group members that match your criteria will come up in the results. • Can participate in discussions – posting questions and answering them. • Job postings are posted in groups. • News/magazine articles can be posted in groups – information repository.
  79. 79. JOIN GROUPS
  80. 80. Advanced Tips Complete Your Profile • Upload a photo (makes your profile complete). Makes it easier for others to connect with you and remember who you are. • Post questions and answers. • Update your Status Message (What are you working on?) – allows up to 100 characters to inform who you choose (your network or anyone) what you are currently doing. Helps build a true network community and strengthens those ties.
  81. 81. YOUR SEARCH …search your whole network in just a few minutes. Looking for Jobs or Companies!
  82. 82. Search For Jobs •Jobs Screen •Update all your information before using tools – profile, connections and recommendations
  83. 83. Search For Jobs
  84. 84. Search For Jobs
  85. 85. Search For Companies New Feature on LinkedIn!
  86. 86. Search For Companies
  87. 87. Tools & Plug-Ins Download From Site List
  88. 88. Using The Tools on LinkedIn To Maximize Your Productivity! •Use Site List to Find This Page For your Downloads
  89. 89. LinkedIn Outlook Companion Toolbar
  90. 90. LinkedIn Outlook Companion Toolbar
  91. 91. LinkedIn Outlook Companion Toolbar
  92. 92. LinkedIn Browser Companion Toolbar
  93. 93. Featured Applications LinkedIn Applications enable you to enrich your profile, share and collaborate with your network, and get the key insights that help you be more effective. Applications are added to your homepage and profile enabling you to control who gets access to what information.
  94. 94. Featured Applications
  95. 95. New on LinkedIn! • Events – Found under Applications. This functionality allows a user to add an event to LinkedIn to promote to his network. A message can be sent out to 50 connections at a time so if you are inviting more than 50 from your network, you will have to send the message out as many times as needed to reach your target audience number. Connections can respond to the message by indicating if they will attend, are interested in attending or not attending. • Personal Information – Found on your profile between Honors and Awards and Contact Settings. Here you can provide additional details around yourself that increase your accessibility such as your birthdate, marital status, Instant Messenger ID, address and phone number. Some things can be controlled as to what is displayed here on your public profile vis-à-vis the profile that your network connections see. • Tags – This is the newest feature. Found under Connections. Tags are custom categories that you can use to organize your connections on LinkedIn. You can create up to 200 tags and assign people to more than one tag. You can use this to become a master networker by classifying everyone by their specialty area, you will be able to connect people with the right opportunities.
  96. 96. Your Account Settings Setting Them Up!
  97. 97. Account Options For LinkedIn! •Be sure your settings are the way you want them and not the system defaults. •Also can upgrade to a premium account on this page. •Enter all of your e- mail addresses that will receive LinkedIn invitations.
  98. 98. Account and Settings Settings Options For LinkedIn!
  99. 99. Account and Settings
  100. 100. Setting Networking Goals
  101. 101. Online Networking Dos and DON’Ts Do • Have a pay it forward attitude – give to get. • Assess your skills, talents, experience and work style to convey your personal brand and unique selling points. • Focus on relationship building - finding people you don’t know. • Focus on relationship building - reach out to those people you don’t know. • View LinkedIn as an enormous spider web.
  102. 102. Online Networking Dos and DON’Ts DO • Focus on contacts that can help you get to the right person. • Invite every person you meet to join your network. • Accept invitations within a reasonable period of time. • Set networking objectives and milestones. • Understand the quality versus quantity debate in growing your network.
  103. 103. Online Networking Dos and DON’Ts DON’T • Forget your manners. • Be selfish by abusing your network. • Join LinkedIn, develop a profile and don’t accept new contacts or requests for help. • Be afraid to reach out to people you don’t know. • Share access to your connections.
  104. 104. Online Networking Dos and DON’Ts DON’T • Let LinkedIn serve as a substitute for human interaction. • Have unrealistic expectations.
  105. 105. Quality versus Quantity Networking Who To Invite? • Old school – only invite people you know and trust very well and be willing to recommend Open Closed *LION *Hound Dog *Turtle • New School - Dinner Part Introduction – know people casually or not at all • Some people have hundreds, if not thousands of people in their 1st degree network. How strong can these relationships be? • From LinkedIntuition – http://linkedintuition.com/blog/the-lion-the-turtle-and-the-hound-dog, 03/26/09
  106. 106. Quality versus Quantity Networking The power of weak ties • Weak tie: a friendly yet casual social connection. • There is compelling data that shows that people don’t always get their jobs through their friends. They get them through weak ties. • Why? – Traveling in the same circles sometimes means that you already have exhausted those same connections. – Limited opportunity due to smaller reach of companies and industries.
  107. 107. Quality versus Quantity Networking Networker: what are you? • LION – An open networker – accepts all and any invitations to connect. – Advantages: • Grows your network exponentially – allowing you to see more in your target searches for companies and contacts. • More connections allows you to help others especially if it is in an area that you have no expertise or knowledge. Remember it’s all about helping others first. – Disadvantage: • If an introduction request is made, they likely do not know the person and therefore, can only pass on a lukewarm introduction.
  108. 108. Quality versus Quantity Networking Networker: what are you? • Hound Dog – Someone who connects to those that they know or connects to those that they would like to know better. Hound Dog will have some impact on the size of your network, more than a Turtle but less than a LION. – Advantage: • If an introduction request is made, it will be better received than one from a LION. – Disadvantage: • If an introduction request is made, it will not be as good as one made by a Turtle.
  109. 109. Quality versus Quantity Networking Networker: what are you? • Turtle – is a closed networker or someone who has chosen to connect only with those that they know very well. – Advantage: • If an introduction request is made, it is likely to be a very warm (quality) introduction. – Disadvantage: • Since the size of their network is small, they will likely have less of an impact on the size of your network.
  110. 110. LinkedIn Resources
  111. 111. LinkedIn Resources • Blog by Sean Nelson – Linked Intuition – http://linkedintuition.com/blog : sign up for the RSS Feed – tips and tricks on LinkedIn • Books – Seven Days To Online Networking – Diane Crompton and Ellen Sautter – LinkedIn For Dummies – Joel Elad – How To Really Use LinkedIn – Jan Vermeiren
  112. 112. Contact Information Keith Warrick Trainer Consultant 404.580.3585 warrickk@successarchitechs.com keith.warrick@gmail.com www.successarchitechs.com
  113. 113. 2009 National BDPA Technology Conference Putting Your Career on Steroids in a Matrixed Environment Cecil Jones ABD, MBA, PMP, CCP August 5-9, 2009 Raleigh, NC
  114. 114. Presentation Objectives • Knowing Yourself and Being Your Best • Knowing Your Organization and Its Values • Understanding the 21st Century Workforce • How to Move Up • When to Move Laterally • „Your Services are No Longer Needed‟ • What is this Networking Stuff? • Putting Your Career Plan Together 115
  115. 115. Knowing Yourself, Being Your Best • “We have met the enemy and he is us” – Pogo (1) • Assess yourself critically and honestly • Become responsible for your own development (2) • Achieve and maintain productive interpersonal relationships (2) • Commit to achieving organizational goals through improved performance (2) (1) Pogo – syndicated cartoon column (2) Being Your Best by Michael Baroff 116
  116. 116. Know Your Organization‟s Values • Does your organization value relationships above productivity? • Does your organization value seniority? • What are your immediate manager‟s values? • What are your boss‟ boss values? • What are the backgrounds of your peers and your managers (direct and indirect reporting)? 117
  117. 117. Understanding the 21st Century Workforce • A View of Work and forces impacting your Who is Working work Assess your world and the larger environemnt Future Developments How is work affecting your organized workplace The 21st Century at Work by Karoly and Panis 118
  118. 118. The IT Professional Outlook: Strategic Planning Assumptions • By 2010, six out of 10 people affiliated with the IT organization will assume business-facing roles around information, process and relationships (0.7 probability). • Through 2010, 30 percent of top technology performers will migrate to IT vendors and IT service providers (0.8 probability). • By 2010, IT organizations in midsize and large companies will be at least one-third smaller than they were in 2000 (0.7 probability). • By 2010, 10 percent to 15 percent of IT professionals will drop out of the IT occupation (0.7 probability). X Quarter NBOD Meeting2007 National BDPA 119 Technology Conference
  119. 119. How to Move Up • Promotion Considerations Do the leaders in organization Is the Position look favorably upon you? Available? Know this BEFORE you apply for the new position What will the new position require? Why do you qualify? 120
  120. 120. When to Move Laterally • To obtain additional needed skills, and references • To gain leadership skills – movement from technical lead to managerial in the same grade level • To affiliate with promotable parts of the organization • To prevent layoff 121
  121. 121. “Your Services are No Longer Needed” • Know the Signs • Decreased Workload • Memos cutting back on expenses • Others are being „let go‟ • Change in the boss‟ attitude/communication with you • New manager to which you report • Organizational change • Others trying to take your job The Workplace Survival Guide by George Fuller 122
  122. 122. What is this Networking Stuff? • Network Personally and Electronically • Join at least two organizations germaine to your career (BDPA is a GREAT choice!) • Join the Membership team of the user group or networking organization (get to know the people in the organization) • Know when you have „peaked‟ in a network 123
  123. 123. Putting Your Career Plan Together • Know Yourself • Know which environments in which you thrive • Understand how your Personal Financial situation impacts your career choices • Know your industry • Develop your network • Know who wants you to succeed • Be great in your chosen career discipline 124
  124. 124. Reference Information (1) Increasing Demand for Demand Management http://www.bleum.com/pdf/Increase_demand_for_demand_manag ement.pdf (2) http://cio.osu.edu/projects/framework/project_class.html (3) Kendall & Rollins, Advanced Project Portfolio Management and the PMO (4) Gido & Clements, Successful Project Management ?QUESTIONS? Cecil Jones Knowledge Services Jones.1540@osu.edu 614-736-1100 125
  125. 125. 2009 National BDPA Technology Conference “Going Geek is the New Chic” Milt Haynes Past National BDPA President Founder Blacks Gone Geek August, 2009 Raleigh, NC
  126. 126. Presentation Objectives This presentation will address all aspects of Careers In IT and the core competencies necessary to build and sustain a vibrant, fulfilling and prosperous career. • BDPA Education Life Cycle Program “From the Classroom to the Boardroom” Introduction to IT industry trends and career development best practices • Successful strategies on how to get a job, keep a job and develop a long term IT career • Research results from the 2009 IT Job Outlook Readers Poll • Skill sets that are hot in the current job market • How to use social networking to “get discovered” for the hot job opportunities • How to build a successful online business in the IT Industry 2009 National BDPA Technology Conference 127
  127. 127. Why BDPA When Earl Pace, Jr. and the late David Wimberly founded BDPA in 1975 they voiced their concerns as: •Lack of minorities in middle and upper management •Poor preparation of minorities for these positions •Low number of minorities being recruited for upper management positions •Lack of career mobility of minorities •Lucrative minority placement services dominated by non-minorities 2009 National BDPA Technology Conference 128
  128. 128. BDPA Vision Be a powerful advocate for our stakeholders‟ interests within the global technology industry. 2009 National BDPA Technology Conference 129
  129. 129. BDPA Mission BDPA is a global member-focused technology organization that delivers programs and services for the professional well being of its stakeholders. 2009 National BDPA Technology Conference 130
  130. 130. BDPA Stakeholders  Members  Corporate Supporters and Sponsors  Black IT Businesses and Entrepreneurs  Educational Institutions  African American Community 2009 National BDPA Technology Conference 131
  131. 131. Milt Haynes 2009 National BDPA Technology Conference 132
  132. 132. Blacks Gone Geek Blacks Gone Geek is an online community that serves to inspire a new generation of African Americans to consider and select IT careers, as well enthuse interest and promote technology entrepreneurship; ultimately increasing African Americans‟ participation in IT “from the classroom to the boardroom.” 2009 National BDPA Technology Conference 133
  133. 133. Abbott Laboratories Abbott is a global, broad-based health care company devoted to the discovery, development, manufacture and marketing of pharmaceuticals and medical products, including nutritionals, devices and diagnostics. Founded in 1888 by Chicago physician Dr. Wallace C. Abbott, Abbott has emerged as one of the world's most diverse health care companies. The company, which ranks No. 80 on the FORTUNE 500, has more than 72,000 employees worldwide serving customers in more than 130 countries. 2008 Annual Revenue: $29.5 billion 2009 National BDPA Technology Conference 134
  134. 134. IT Senior Management Forum VISION •To significantly increase African American leadership in Information Technology MISSION •To fill the executive pipeline with the next generation of IT professionals and foster the continuing development of ITSMF members 2009 National BDPA Technology Conference 136
  135. 135. “IT Solutions for Business Problems in Challenging Economic Times” "BUSINESS OF INNOVATION AND IT" "EXECUTIVE GUIDE TO PROJECT MANAGEMENT“ Moderated by Milt Haynes Tuesday, April 28, 2009 Renaissance Schaumburg Hotel & Convention Center Chicago, IL http://www.pemconferences.com/chic09/chic09conference.htm 2009 National BDPA Technology Conference 137
  136. 136. PMI Chicagoland Executive Council The PMI Chicagoland Chapter Executive Council is a group of invited executives from various Chicago-area industries who share ideas, perspectives and best practices for improving the management of projects in organizations and the role of the project management profession. Executive Council Members 2009 National BDPA Technology Conference 138
  137. 137. BDPA Chicago Corporate Advisory Council The Corporate Advisory Council (CAC) supports the Chicago Chapter of the Black Data Processing Associates to fulfill its mission as an AVDISORY group at the request of the Board of Directors of the Chicago Chapter. The CAC will assist the BDPA Chicago Chapter in planning, implementing and funding chapter programs. These programs should be aimed at improving professional expertise and/or, to improve the educational possibilities for community youth, through the Citywide High School Computer Competition and related activities and programs. 2009 National BDPA Technology Conference 139
  138. 138. Education Life Cycle From the Classroom to the Boardroom Corporate Advisory Council IT Senior Management Forum Professional Development Workshops/Seminars College Internships High School Computer Competition High School Computer Camp Adopt-a-School Adopt-a-Class 2009 National BDPA Technology Conference 140
  139. 139. Our Challenges • Offshore talent is much cheaper and well trained • Recent graduates need experience to get a job and a job to get experience!! • Recruiters are pressured to present highly qualified candidate with proven track records • Entrepreneurs are not big enough to meet tier 1 vendor requirements for Corporate America 2009 National BDPA Technology Conference 141
  140. 140. BDPA Who‟s Hiring Initiative Program Background • Demand for African Americans in IT is outpacing supply • Corporations are in need of a comprehensive recruiting and retention strategy • Gen Y and Echo Boomers use web 2.0 social networking tools to communicate beyond email • Education and training curriculums can‟t keep pace with fast changing technology skill demands 2009 National BDPA Technology Conference 142
  141. 141. BDPA Who‟s Hiring Initiative Program Purpose • The purpose of this program is to fill the pipeline with the next generation of IT professionals and foster the continuing development of BDPA members 2009 National BDPA Technology Conference 143
  142. 142. BDPA Who‟s Hiring Initiative Filling the Pipeline Senior Executive ITSMF Membership Executive Middle Management ITSMF Protégé/Alumni 1st Line Management Organization Supervisory Technical/Professional BDPA Leadership Development Entry Positions Student Internships BDPA Professional Development Next Generation of IT Professionals 2009 National BDPA Technology Conference 144
  143. 143. BDPA Who‟s Hiring Initiative Job Hunt Job Gain Professional Development Career Coaching Education Certification Job SIGs Placement Job Outlook Career Hot Jobs Development BDPA Who‟s Hiring Industry Trends Plan Directory BDPA Job Postings http://blacksgonegeek.org/WhosHiring.aspx 2009 National BDPA Technology Conference 145
  144. 144. Steps for Long Term Employment in IT* • Obtain a strong foundational education • Learn technologies used in a global industry • Keep skills up-to-date throughout your career • Develop good teamwork and communication skills • Become familiar with other cultures • Choose work in areas lest likely to be sent offshore *From Globalization and Offshoring of Software: A Report of the ACM Job Migration Task Force 2009 National BDPA Technology Conference 146
  145. 145. Get Geeked! 2009 National BDPA Technology Conference 147
  146. 146. Who‟s Getting Hired • Internal candidates • Industry experts (PMP, Business Objects, Clarity) • Market Hires • Contractors (e.g. Contract to hire, offshore) • Diversity Candidates  UNCF  BDPA  Black MBAs  NSBE  HACE • Entrepreneurs (Diversity Suppliers) 2009 National BDPA Technology Conference 148
  147. 147. Critical Skills Focus “The only way to get ahead and stay ahead in this challenging job market is to constantly distinguish yourself from the competition by demonstrating great performance and maintaining highly marketable skills.” Milt Haynes 2009 National BDPA Technology Conference 149
  148. 148. 2009 IT Job Outlook - Detailed Survey Results 2009 National BDPA Technology Conference 150
  149. 149. Top IT functional areas for greatest job market demand in 2009 • Business Process Management 29% • IT Leadership & Governance 24% • Program & Project Management 22% • Solutions Delivery 22% • Risk Management 20% • Enterprise Architecture 18% • Business Planning 14% • Infrastructure Management 14% • Organization Planning & Design 12% • Portfolio Management 10% • Strategic Planning 8% • Supplier Mgmt 8% • Budget Management 6% • Accounting & Allocation 4% • Investment Analysis and Intelligence 4% • Resource Management 4% • Security 4% 2009 National BDPA Technology Conference 151
  150. 150. Get Coached! 2009 National BDPA Technology Conference 152
  151. 151. Feedback • Can‟t Find a Job? Here‟s Why…  Under qualified (skill set mismatch)  Unprepared  Under developed  Project a poor image  Don‟t interview well  Not ready for the corporate culture  Can‟t compete  Reluctant to relocate 2009 National BDPA Technology Conference 153
  152. 152. Feedback • Can‟t Find a Job? Here‟s Why…  You're not as marketable as you think  You place too much faith in the Internet  You haven‟t established your brand  You‟re a lousy planner  You don't follow up  and… 2009 National BDPA Technology Conference 154
  153. 153. Career Coaching Assisting the BDPA Job Seeker o How to “Get in the Game” o Conducting the Employability Assessment o Setting Realistic Expectations o Finding the Best Career Objective o Developing Your Unique Selling Proposition (USP) o Passing a Background Check o Generating Leads 2009 National BDPA Technology Conference 155
  154. 154. Career Coaching Assisting the BDPA Job Seeker o Matching Algorithm Exercise o Writing a Killer Cover Letter o Working the BDPA Referral o Reporting Status o Interviewing Tips o Negotiating Offers o Congratulations! o Planning Your First 100 Days http://blacksgonegeek.org/ToolBox.aspx 2009 National BDPA Technology Conference 156
  155. 155. Coaches Corner: Keys to Success in 2009 o Establish Your Web Presence o Communicate Your Value o 6 Letters You Need to Use: G.O.O.G.L.E. o Job Seeking in a Troubling Economic Climate o Are you Flexible and Adaptable to a New Corporate Culture? o Incorporate the Six Degrees of Separation Theory http://blacksgonegeek.org/CoachesCorner.aspx 2009 National BDPA Technology Conference 157
  156. 156. Think BIG! 2009 National BDPA Technology Conference 158
  157. 157. What‟s your USP? Faster than a speeding bullet. More powerful than a locomotive. Able to leap tall buildings in a single bound. Look! Up in the sky! It's a bird. It's a plane. It's Superman! 2009 National BDPA Technology Conference 159
  158. 158. P. I. E. There are three elements important to players who want to fine tune their skills and move up in their profession. They must: Perform exceptionally well (10%) Cultivate proper image (30%) Manage their exposure so the right people will know them (60%) Understand that your performance must be top-notch, because you can be replaced, but also understand that there‟s a lot more to career advancement than doing an outstanding job. From “Empowering Yourself: The Organization Game Revealed” by Harvey Coleman 2009 National BDPA Technology Conference 160
  159. 159. Get Discovered! 2009 National BDPA Technology Conference 161
  160. 160. Online Community Start-up Guide Document Outline o Introduction o Beginner's Guide to Website Creation o Blogging o Social Networking Sites o Basic Marketing o Advanced Marketing o Branding o Writing Tips http://blacksgonegeek.org/OnlineCommunityStartupGuide.aspx 2009 National BDPA Technology Conference 162
  161. 161. Get Engaged! 2009 National BDPA Technology Conference 163
  162. 162. Development Spectrum Development Most Least Impact People Skill Learning On the Full Examples/ Feedback Builders from Job Job Role coaching Training Hardships Experience Change Models •Courses •Job Shadow •Seek and ask •Stretch •Active learning •Lateral for feedback Assignments •Seminars •Observe •Teach others •Cross- Speakers •360 feedback •Unplanned functional •Workshops •Analysis, events •Observe •Mentoring planning, •Hierarchical •Audio & Leaders •Difficult task execution Video Tapes •Exposure •Related •Exposure to •Mistakes •Lead/participate Business •Readings •Support different on a team, task •Disappointm •Technical/ teams •Guidance force, council ents Managerial •Exposure to •Coaching •Cross-train •Line/staff different •Join a communities •Location professional organization •Independence 2009 National BDPA Technology Conference 164
  163. 163. Critical Success Factors • Managing Expectations • Making the BDPA Connection • Keeping Marketable • Building a Best in Class Resume • Leveraging Business vs. Technology • Staying Interested in Education • Playing Politics in Corporate America 2009 National BDPA Technology Conference 165
  164. 164. Recommendations: Where to Go From Here? • Choose which domain of expertise best suits you. Learning and relationships will fuel growth. • Figure out what appeals to you. Look at industry segments, business processes, service delivery models and company size. • Look outside the world of business IT for new challenges and emerging roles. • Network! Tap into professional, personal and social networks. • Keep an objective eye on your career path: Are you doing what you want to do? 2009 National BDPA Technology Conference 166
  165. 165. Recommendations: Where to Go From Here? • “Publish or perish”  Publish Your Own Professional Website, Blog, Podcast, Discussion Group • Learn how to sell yourself • Gain new technical skills • Develop your soft skills and professional image • Prove yourself by volunteering and managing a successful project from start to finish • Build relationships, references and referrals • Dodge the offshore bullet by building business skills and customer facing work experience 2009 National BDPA Technology Conference 167
  166. 166. Recommendations: Where to Go From Here? • Know your gifts • Find your niche • Develop your business model (SWOT) • Build your following • Position yourself to find investors  Ask and you shall receive  Learn business development and CRM  Help me help you • Sell your wares • Manage your finances • Grow your business • Help others 2009 National BDPA Technology Conference 168
  167. 167. Recommendations: Where to Go From Here? • Master the politics of the business inner circle • Practice life-long learning techniques • Exercise Impression Management • Link your accomplishments to the performance criteria that matters • Find out what the customer wants and focus on that • Get coached, get geeked, get engaged • Follow-up, follow through and persist until you succeed 2009 National BDPA Technology Conference 169
  168. 168. Q&A 2009 National BDPA Technology Conference 170
  169. 169. Back-up Slides 2009 National BDPA Technology Conference 171
  170. 170. Recommended Reading “Beyond Performance: What Employees Really Need to Know to Climb the Success Ladder” by Roland D. Nolen “Cracking the Corporate Code: From Survival to Mastery” by Price M. Cobbs and Judith L. Turnock “Dig Your Well Before You‟re Thirsty” by Harvey Mackay “Due North! Strengthen Your Leadership Assets” by Jylla Moore Foster “Emotional Intelligence: Why It Can Matter More than IQ” by Daniel Goleman“ Empowering Yourself: The Organization Game Revealed” by Harvey Coleman “How to Be a Star At Work: 9 Breakthrough Strategies You Need to Succeed” by Robert E. Kelley “People Skills” by Robert Bolton 2009 National BDPA Technology Conference 172
  171. 171. Recommended Reading “The New Rules of Marketing & PR: How to Use News Releases, Blogs, Podcasting, Viral Marketing & Online Media to Reach Buyers Directly” by David Meerman Scott “The Seven Habits of Highly Effective People” by Stephen R. Covey “The 8th Habit: From Effectiveness to Greatness” by Stephen R. Covey “The Secret Handshake: Mastering the Politics of the Business Inner Circle” by Kathleen Kelley Reardon, Ph.D. “Political Savvy: Systematic Approaches to Leadership Behind-the- Scenes” by Joel R. DeLuca, Ph.D. “Power and Politics in Project Management” by Jeffrey K. Pinto, PhD. “Execution: The Discipline of Getting Things Done” by Ram Charan “The Greatest Salesman in the World” by Og Mandino 2009 National BDPA Technology Conference 173
  172. 172. Recommended Reading “The First 90 Days: Critical Success Strategies for New Leaders at All Levels” by Michael Watkins “Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life” by Spencer Johnson, Kenneth H. Blanchard Globalization and Offshoring of Software: A report of the ACM Job Migration Task Force “Choose to Lead: Advice, Tools, and Strategies from Women for Women” by Narmen F. Hunter and Deborah C. Chima “The Tipping Point: How Little Things Can Make a Big Difference” by Malcolm Gladwell “The World Is Flat: A Brief History of the Twenty-First Century” by Thomas L. Friedman From Good to Great: Why Some Companies Make the Leap and Other Don‟t” by Jim Collins 2009 National BDPA Technology Conference 174
  173. 173. Contact Information Milt Haynes, Founder Blacks Gone Geek milt@blacksgonegeek.org 630-707-8001 www.blacksgonegeek.org 2009 National BDPA Technology Conference 175
  174. 174. 2009 National BDPA Technology Conference Raleigh, North Carolina Project Management •An Introduction to the Project Management Lifecycle •Defining The Enterprise Architecture: The House Built on Straw •Going LEAN in Healthcare •Key Trends in Project Management •Leveraging the Subject Matter Expert for Project Success •Managing Risk of Critical Initiatives •Portfolio Management, Demand Management and Resource Management
  175. 175. 2009 National BDPA Technology Conference An Introduction to the Project Management Life Cycle Jacqueline Ockleberry, PMP August 5 – 9, 2009 Raleigh, NC
  176. 176. Presentation Objectives At the completion of this presentation, you will be able to:  Describe the differences between the product, project, and project management life cycles  Describe the relationship between the project management process groups and knowledge areas  Explain “the big picture” of what happens and when according to PMI®  Identify the PMBOK® Guide 4th edition changes 178
  177. 177. Project Management In general, for a project to be successful you will need four things:  Use of appropriate processes required to meet the project objectives  A defined approach that can be adopted to meet requirements  A method to ensure traceability and compliance of requirements to meet the needs and expectations of the stakeholder  An approach to keep the project‟s scope, time, cost, quality, resources and risk in balance 179
  178. 178. Life Cycles • Comprised of all the phases and iterations of Product/Service the product/service • Varies based on type of product or service • Comprised of all the phases and stages Project required to produce the final project outcome • Varies by industry and project type • Series of phases required to manage the Project work throughout the project life cycle Management • Same regardless of project type or industry 180
  179. 179. Product Life Cycle 181
  180. 180. Project Life Cycle Design Code Test Train Implement 182
  181. 181. Project Management Life Cycle Systems Development Project Design Design Code Test Train Implement Initiating Initiating Initiating Initiating Initiating Planning Planning Planning Planning Planning Executing Executing Executing Executing Executing Controlling Controlling Controlling Controlling Controlling Closing Closing Closing Closing Closing 183
  182. 182. Process Groups Initiating • Processes performed to define a new project or new phase of an existing project by obtaining authorization to start the project or phase. Planning • Processes required to establish the scope, refine objectives, and define the course of action required to attain the objectives that the project was undertaken to address. Executing • Processes performed to complete the work defined in the project management plan to satisfy the project specifications. Monitoring and Controlling • Processes required to track, review, and regulate the progress and performance of the project; Identify any areas in which changes to the plan are required; and initiate the corresponding changes. Closing • Processes performed to finalized all activities across all process groups to formally close the project or phase. 184
  183. 183. Process Groups  May overlap other process groups  May be iterative throughout the project Planning Executing Enter Phase/ Exit Phase/ Start Project Initiating Closing End Project Monitoring and Closing 185
  184. 184. Knowledge Areas Nine knowledge areas encompass the 42 fundamental project management processes according to the PMBOK ® Guide 4th edition.  Project Integration Management  Project Scope Management  Project Time Management  Project Cost Management  Project Quality Management  Project Human Resource Management  Project Communications Management  Project Risk Management  Project Procurement Management 186
  185. 185. Framework Project Management Process Groups Knowledge Monitoring & Initiating Planning Executing Controlling Process Closing Process Areas Process Group Process Group Process Group Group Group Develop Develop Project Direct and Manage Monitor and Control Close Project Project Project Charter Management Plan Project Execution Project Work or Phase Integration Management Perform Integrated Change Control Collect Verify Scope Project Requirements Control Scope Scope Define Scope Management Create WBS Define Activities Control Schedule Project Sequence Activities Time Management Estimate Activity Resources Estimate Activity Durations Develop Schedule Project Estimate Costs Control Costs Cost Determine Budget Management Plan Quality Perform Quality Perform Quality Project Assurance Control Quality Management 187
  186. 186. Framework Project Management Process Groups Knowledge Monitoring & Controlling Initiating Process Planning Process Executing Process Process Group Closing Process Areas Group Group Group Group Develop Human Acquire Project Team Project Resource Plan Develop Project Team Human Resource Management Manage Project Team Identify Plan Communications Distribute Information Report Performance Project Stakeholders Communications Manage Stakeholder Management Expectations Plan Risk Monitor and Control Project Risk Management Risks Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Project Plan Procurements Conduct Administer Close Procurements Procurements Procurements Procurement Management 188
  187. 187. Big Picture Monitoring Initiating Planning Executing and Closing Controlling Project Management Plan Requirements Closure, Final Variances Product Project Charter Schedule Budget Resources Deliverables Change Requests Closed Contracts Roles and Responsibilities Risks Stakeholder Communications Expectations Organizational Quality Forecast Process Assets (Updates) Contracts 189
  188. 188. PMBOK 4th Edition Changes  Standard language incorporated throughout the document.  New data flow diagrams clarify inputs and outputs for each process.  Greater attention placed on how Knowledge Areas integrate in the Process Groups.  The term “triple constraint” removed.  The term “PERT” added. 190
  189. 189. PMBOK 4th Edition Changes  Overall number of processes decreased from 44 to 42.  All process names changed to a verb-noun format.  Added two new processes  Identify Stakeholders  Collect Requirements  Deleted two processes  Develop Preliminary Scope Statement  Scope Planning  Reconfigured Procurement Management into four processes. 191
  190. 190. PMBOK 4th Edition Changes Changed processes:  Close Project changed to Close Project or Phase  Manage Project Team changed from a “controlling” process to an “executing” process  Manage Stakeholders change to Manage Stakeholder Expectations; changed from a “controlling” process to an “executing” process  Plan Purchases and Acquisitions and Plan Contracting changed to Plan Procurements  Request Seller Responses and Select Sellers changed to Conduct Procurements 192
  191. 191. PMBOK 4th Edition Changes  Corrective action, preventive action, defect repair, and requested changes are now under general term “change request.”  The Arrow Diagramming Method (ADM) and Activity on Arrow (AOA) removed.  The To-Complete Performance Index (TCPI) calculation added.  New appendix “Interpersonal skills” added.  Glossary expanded and updated. 193
  192. 192. PMBOK 4th Edition Changes  Clear distinction between the elements that occur in Project Charter verses Scope Statement.  The Project Management Plan and Project Documents more clearly differentiated. 194
  193. 193. PMBOK 4th Edition Changes Project Management Plan Project Documents Change management plan Activity attributes Quality metrics Communications management plan Activity cost estimates Responsibility assignment matrix Configuration management plan Activity list Requirements traceability matrix Cost management plan Assumption log Resource breakdown structure Cost performance baseline Basis of estimates Resource calendars Human resources plan Change log Resource requirements Process improvement plan Charter Risk register Procurement management plan Contracts Roles and responsibilities Quality management plan Duration estimates Sellers list Requirements management plan Forecasts Source selection criteria Risk management plan Issue log Stakeholder analysis Schedule baseline Milestone list Stakeholder management strategy Schedule management plan Performance reports Stakeholder register Scope baseline Project funding requirements Stakeholder requirements • Scope statement Proposals Statement of work • WBS Procurement documents Team agreements • WBS dictionary Project organizational structure Team performance assessments Scope management plan Quality control measurements Work performance information Quality checklists Work performance measurements 195
  194. 194. PMBOK 4th Edition Changes Charter Scope Statement Project purpose or justification Product scope description (progressively elaborated) Measurable project objectives Project deliverables and related success criteria High-level requirements Product user acceptance criteria High-level project description, product Project boundaries (exclusions) characteristics Summary milestone schedule Project constraints Summary budget Project assumptions Project approval requirements (what constitutes success, who decides it, who signs it) Assigned project manager, responsibility, and authority level Name and responsibility of the person(s) authorizing the project charter 196