Home' Trinidad and Tobago Guardian : April 29th 2014 Contents A71
Tuesday, April 29, 2014 www.guardian.co.tt Guardian
RADIENT PROJECT MANAGEMENT SERVICES LIMITED
A Registered Education Provider by Project Management Institute
24 JUNE 2014 & 25 JUNE 2014 @ THE NORMANDIE HOTEL, ST. ANN'S, POS - 8:30AM TO 4:00PM (BOTH DAYS)
Experience 3 DYNAMIC & IMPACTING Workshops by top International & Local Experts in
their Fields that will POSITIVELY Change Your Project Environment
THE PEOPLE CHALLENGE IN PROJECTS SOLVED: LEADERSHIP & EMOTIONAL
INTELLIGENCE FOR PROJECT SUCCESS
Shobhna Raghupathy, MS, PMP®
There is a high demand for Leadership and its role in managing the
positive and negative impact and expectations of a key project
stakeholder -- the Project Team. This workshop will present new
leadership approaches to address the team dynamics of a
workforce that is flexible, craving a work-life balance and
spanning several generations. It will examine the
challenges/issues presented to project managers and leaders in
the new millennium.
MAKING PROJECT MANAGEMENT REPEATABLE IN YOUR ORGANIZATION
Joseph Khan BA, MBA, PMP®
Often, Companies are disillusioned by the fact that their project implementation success rates are
lower than expected; even though employees are being trained and certified in the Project
Management discipline. One of the missing
pieces of the puzzle is the establishment of an Organizational Project Management Framework
that will support project management practitioners in the Organisation.
It is critical to note that the repeatable use of best practice project management for project suc-
cess is only possible with good Project Governance and organizational practices and principles.
This workshop will provide participants with an in-depth understanding on the principles and con-
cepts of Organisational Project Management, Project Governance, and practical strategies and
tools to bridge the present project management gap seen in most companies today.
PRACTICAL SCHEDULING & EARNED VALUE MANAGEMENT IN THE REAL WORLD
Suzanne Hydal Bsc. Econ, ACCA, PMP®
Michael P.A. Charles, Bsc. Mech. Eng., Reg. Eng., PMP®
This interactive workshop will give you the best practice tools and techniques for preparing, executing,
controlling and tracking projects successfully with the use of Microsoft Projects, WBS Pro and Excel.
The course taps into the use of the software tools not just as a scheduling tool, but one that can
manage and control scope, time and cost in a holistic way by using 'what-if" simulations, critical path
analysis, and earned value monitoring, reporting and forecasting.
We are what we repeatedly do.
Excellence, therefore, is not an
act but a habit. Aristotle.
How do you develop and nurture
the habit of excellence? How can
national sport organisations max-
imize the full potential of the power
of sport? How can they deliver
There are many different con-
cepts and definitions for excellence.
How do you find the common
ground that will provide the unity
of effort and teamwork that is a
prerequisite for excellence?
Regardless of which ever defi-
nition or concept you choose. A
lack of focus hinders excellence.
Can excellence be achieved with
a hit and miss approach?
Saying that you are striving for
excellence is nice sounding and
high minded and it plays well.
While not easy to achieve as a long-
term position of principle, it is cer-
tainly the correct approach.
It s always important for a
national sport organisation to
determine what it stands for. What
should be the basis for determining
what a sport stands for? Should
any such declaration be rooted in
its brand heritage and values, and
the day-to-day reality of what
matters most to its primary stake-
Should striving for excellence in
brand building be a priority for
every single national sport organ-
isation? If only for the reason that
a brand is either an asset or a lia-
bility---it works for or against---it
adds or takes away value.
Maybe more so than in the past,
the reality of today s world is a
rather uncompromising one, a
sport and national sport organi-
sation s brand perception will make
or break the sport.
The sport s identity and attributes
can inform a road map.
Some national sport organisations
have a clear idea of their brand.
Others simply don t think about it.
Identifying their attributes and
understanding who they are and
how the system works are essen-
It s the only way to become aware
of the hurdles and obstacles.
Harnessing and better under-
standing the power of their brand
should be the focus of all nationals
Striving for excellence in areas
such as service delivery, meeting
stakeholder expectations, revenue
generation and fundraising places
such a demand.
National Sport organisations
have little choice but to determine
what structure they should put in
place for marketing plans without
compromising their brand.
They need to exercise greater
oversight and control, taking a far
more active and direct role in build-
ing value in their brand.
Too many national sport organ-
isations have allowed their brand
to exist with little direct structure
or formal management.
This has to change.
To protect its brand, national
sport organisations can t delegate
the management of marketing
National sport organisations need
to have a clear understanding of
what makes their brand unique and
special. They can t strive for excel-
lence without a clear long term
Key in all of this is building their
sport s brand equity. They are the
custodians and stewards of their
sport and sport organisation s brand
heritage and history.
A simple question for any
nationals sport organisation to pon-
der---what is the public perception
of your brand and brand attrib-
It s a delicate balance---the pur-
suit of revenue can t be allowed to
undermine a national sport organ-
isation s brand or brand building
How can a national sport organ-
isation realise, develop and use the
full potential of its brand?
Are national sport organisations
using their resources and assets to
deliver on their mission and pur-
If a national sport organisation s
brand is a primary asset then there
is little or no choice but to remain
vigilant in managing its brand.
Excellence matters. Brand man-
Brian Lewis is the President of
the Trinidad and Tobago Olympic
Committee. The views expressed
are not necessarily those of the
Trinidad and Tobago Olympic
Committee. http// www.ttoc.org
We are what we do
THINGS THAT MATTER
They need to exercise
greater oversight and
control, taking a far
more active and direct
role in building value in
Too many national
have allowed their
brand to exist with little
direct structure or
This has to change.
To protect its brand,
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