Leadership - The Key to a Successful Business (midTECH CIO Summit, Las Vegas, June 3-5, 2012)
Living in the Innovation Age (American Society for Quality, LSS SIG, DC Chapter, April 25, 2012) Living in the Innovation Age - A Project Manager's Call to Action (PMI DC Chapter, March 20, 2012) Most experts agree that we have transitioned from the Information Age into the Innovation Age - an age where innovation is not an option but an absolute necessity for survival and success. If we accept the premise that we have indeed entered a new age of continuous innovation the question then is, "how does today's project manager help spur, not constrain, innovation and consequently prosper in this new era?" Understanding how project managers have facilitated and led innovative projects at companies such as Apple, Google, Procter & Gamble, and 3M to venture into new, unchartered waters is key to answering that question. Recent history has unequivocally shown that to remain competitive, companies must move beyond mere "cost cutting" and champion innovative projects. Ultimately, though, it is the discipline of project management (and thereby project managers) that facilitates taking an idea from an abstract concept to a practical, concrete implementation. Effective project management bridges the "thinkers" with the "doers." In "Living in the Innovation Age", Tarak discusses five principles based on his experience and research over the years that can help project managers prosper in this fundamentally unique era of innovation. The presentation, full of real-world examples, is based on his recently published book "Living in the Innovation Age: Five Principles for Prospering in this New Era" (December 2011, Available on Amazon.com). View the Slides (PDF, 2.0M)>> Read the Book>> | |
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Living in the Innovation Age - Five Principles for Prospering in this new era
(midTECH CIO Summit, Las Vegas, June 26-28, 2011) Why are some companies such as Google and Apple successful at innovation and others not? The simple answer is that these companies have mastered the principles of innovation. They are not afraid of venturing into new and unchartered waters; on the contrary, these companies embrace innovation.  The Introduction (3 minutes)
Concluding Remarks (2 minutes)
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Have PMBOK, Will Take CMMI
(PMI DC Chapter, December 14, 2010) Today's tough economic conditions and the constant pressure to accomplish "more with less" has prompted organizations to take an in-depth look at their business processes in the context of the Capability Maturity Model Integration (CMMI) with hopes of finding ways to make them more effective and efficient, raise overall productivity, reduce operational costs, and ultimately increase profitability. Despite the fact that most organizations begin with the modest goal of attaining a Maturity Level 2 rating, the number of success stories are few and far between. Is this because a CMMI rating is painfully difficult to obtain? Or have these organizations actually made it more difficult than necessary because of misinformed or misconceived notions about what CMMI is really all about? Fortunately, as we will see, the gist of a CMMI Maturity Level 2 rating boils down to three simple words: Basic Project Management. The even better news is that, as members of the PMI, we already have total access to one of the most comprehensive bodies of knowledge in the field of Project Management - the PMBOK. Part of the presentation will be a detailed mapping between the CMMI Maturity Level 2 and the PMBOK to objectively show just how well these frameworks map together, which is precisely why if you have the PMBOK, you might as well take CMMI Maturity Level 2. View the Slides (PDF, 1.6M)>> Read the White Paper (PDF, 700K)>> | |
| The Practitioner's Guide to Real-World SOA | |
| (Unisys University, 2006) | |
| A four hour self-paced course with voice over audio recording to base-line the skills of over 650 architects globally. It covers SOA Architecture, Web Services, Standards, ESBs, Patterns and Antipatterns, Legacy Integration, and SOA using J2EE/.NET | |
| Course Description and Table of Contents>> | |
| Project-Oriented Proposal Development | |
| (PMI Professional Development Day, Atlanta, August 26, 2006) | |
| Projects are the lifeblood of every project-based organization. This holds especially true in consulting firms since projects form the major, if not only, source of revenue. Yet, before a project can begin it must be won, and before a project can be won, a proposal must be submitted. Project-oriented proposal development is aimed directly at this very crucial step required to win that next project in today’s tight global economy. | |
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| Five(5) Steps for Preparing for Tomorrow's Technology Trends, Today! | |
| (AITP, Atlanta, April 17, 2003) | |
| Discusses 5 no-nonsense things that an IT shop must look at to survive in the current and next wave of technology trends. A few of the topics that the 5 steps include are Offshore Development, Enterprise Architecture, IT PMOs, Application Integration and Web Services. | |
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| Real World EAI: Lessons Learned from GE | |
| (EIPhorum, Atlanta, April 19, 2002) | |
| Discusses lessons learned from deploying EAI (enterprise application integration) at one of the world's largest companies and what the future of EAI brings. Co-presented with Alex White, IT Manager of GE Contractual Services, a division of GE Power Systems. | |
| Design Patterns Made Easy | |
| (AJUG, January 2000 meeting) | |
| What is the history behind these "design patterns"? How do they relate to Anti-patterns? This is a presentation that I made at the Atlanta Java Users Group (AJUG) with an objective of answering these questions and to cover some of the patterns that have fascinated me over the years. | |
| A Technical Presentation on EJB | |
| (AJUG, December 1999 meeting) | |
| Have you heard a lot of "fluff" about EJB? Do you want something more real? This is a presentation that I made at the Atlanta Java Users Group (AJUG) on EJB from a technical standpoint. | |
| A Presentation on the Current State of Information Environement | |
| (Georgia State Univ., November 1999) | |
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