Nowadays poker became one of most popular game with millions people playing at live tournaments and on-line. Many people still believe that this is a hazard or play for lucky people, but in practice you see the same players all the time that winning important tournaments. Session will present example of poker player development path and many analogies with project manager development path. Good understanding of rules, systematic approach, play strategy and bluffing will be present with examples how was used in project management life. Attendees will see same tools and techniques that can use in day-to-day project manager role and will get many inspirations for your development path. Presentation will cover all three PMI Talent triangle areas with examples of Strategic and Business alignment, Technical Project Management and Leadership skills.

Most project managers will admit that their work is not particularly relaxing. How to better deal with everyday stress and problems? Come and listen to a number of unusual and non-book thoughts served not by a qualified psychologist, but by an experienced project manager. A man who for a several years on the project front happily made only a few quarrels with difficult stakeholders and only twice seriously considered changing his career to a supplier of bio-porridge.

Have you find yourself in a situation where:
- you haven’t been listened to,
- your expectations have not been fully met,
- and what's worse - they have been misinterpreted?

Probably yes, because these are everyday issues that we face in both - private and professional life. And how does it look from the client's perspective? Exactly the same! In connection to this, one fundamental question arises:
Can we interpret the signals and expectations reported by consumers in correct way?
If the answer to this question is no, then we invite you to a lecture by Javier Martin Perez , during which you will learn how to listen to your clients to not make mistakes and interpret messages correctly!

How to organize a team? How to overcome group conflicts and coordinate work together? These are questions to which anyone who has ever worked as a team knows the answer! Traditional team management is very different from managing a virtual team - after all, working together is one thing but interacting effectively is something completely different! But what if, apart from online work, we are dealing with a multicultural team in which everyone has different working methods and habits? Is virtual communication a barrier or is it conducive to managing an international team? How to coordinate the work of people from different countries by contacting only online? Does a different culture and language lead to many misunderstandings or maybe develop team members?

Agile methodologies, such as Scrum are widely used and proven to be successful. Although trends go towards hybrid and scaled approaches, Scrum practice is still often applied to smaller-scale projects with a limited number of teams which also reside in their own setting. However, Scrum in larger corporations embedded in a non-scrum(ish) environment creates new challenges.Different worlds collide and can limit desired agility. Organizational adjustment, tailored KPIs and pragmatic methods are necessary to overcoming this conflict. Common pitfalls, solutions and general agile myths are illustrated and discussed.

Closing plenary

Training available only in the Polish language

PMO - Project Management Office: role, tasks, construction and development In the world of project management, as well as in many different types of organizations, you can hear more often about the Project Management Office (PMO). Organizations increasingly form such a unit within their structures, with a software which is available to support the functioning of the PMO, the slogan "PMO" is becoming more and more fashionable. The training presents the basic PMO roles and functions, tactical and strategic PMOs, as well as PMO implementation rules in the company.

The profile of the participant:
Executives who improve their organizations and strive for business success by introducing an organization of the project:
Senior and middle management staff responsible for initiating and supervising projects and project portfolio
Management staff building PMO (Project Management Office)
Directors responsible for the company's project portfolio, or for the programs of projects accomplished by the company
Employees and PMO managers interested in the development of the existing Project Office

The aims of the workshop:
Presentation of a comprehensive approach to project management in the organization
Understanding the principles of organization and management of the project office (PMO - Project Management Office)
Understanding the role of the Project Office in order to acquire the skills to choose the range of services that should be provided in the organization by the PMO
Understanding the techniques and tools for monitoring projects in the organization
Identification of problems and challenges related to the implementation of a project office in organizations

Workshop program:
The importance of projects in the company from the business perspective and what are the consequences
Projects as a tool for implementing the company's strategy
Project, program, project portfolio and project management, program and project portfolio - similarities and differences
Project Management Office (PMO) - types and functions
Why PMO is built and implemented
Basic types of PMO - Project Office and Project Management Office
Place of the PMO within company's organizational structure
Typology and functions of the PMO -Tactical and strategic PMO
Tactical PMO: competence center for project management
PMO: project monitoring
Strategic PMO: tasks and organization
PMO in practice - results of the PMI® research project
PMO in the process of reporting and monitoring projects
Cooperation with shareholders of the project reporting process
Good practices and principles of construction and functionalities of the reporting system
Ensuring the quality of data in the project reporting process
Data and indicators for monitoring the status of projects - how to choose them to be moderated

PMO in the portfolio management process of the organization's projects
Categorization and inventory of projects - a register of organizational projects
Central management of project resources at the PMO level
Monitoring and supporting projects by PMO
Prioritization of projects
The role of PMO in managing the portfolio of projects
Participation in the workshop allows you to obtain 7 PDU (Professional Development Unit). The amount of PDUs awarded in each of the PMI Talent Triangle areas is as follows: Technical Project Management - 3, Leadership - 0, Business & Strategic sklls - 4.
Duration: 1 day

Training available only in the Polish language

The only training in Poland on the unique methodology of chess negotiations supported by a simulation based on a real case from the 13th century. Templar simulation in a unique way demonstrates the course of multi-criteria negotiations between three conflicting parties. The training trains negotiations in a complex environment with the participation of not two, but three parties, it gives you the opportunity to learn about more extensive negotiation mechanisms, such as building a coalition, multidimensional analysis, responsibility management, a multi-stage negotiation process. The training strongly exposes the aspect of information asymmetry and the need to build a win-win strategy based on trust. Strategies focused on beating the opponent limit access to information and the scope of action scenarios.

Training available only in the Polish language

PMO - Project Management Office: role, tasks, construction and development In the world of project management, as well as in many different types of organizations, you can hear more often about the Project Management Office (PMO). Organizations increasingly form such a unit within their structures, with a software which is available to support the functioning of the PMO, the slogan "PMO" is becoming more and more fashionable. The training presents the basic PMO roles and functions, tactical and strategic PMOs, as well as PMO implementation rules in the company.

The profile of the participant:
Executives who improve their organizations and strive for business success by introducing an organization of the project:
Senior and middle management staff responsible for initiating and supervising projects and project portfolio
Management staff building PMO (Project Management Office)
Directors responsible for the company's project portfolio, or for the programs of projects accomplished by the company
Employees and PMO managers interested in the development of the existing Project Office

The aims of the workshop:
Presentation of a comprehensive approach to project management in the organization
Understanding the principles of organization and management of the project office (PMO - Project Management Office)
Understanding the role of the Project Office in order to acquire the skills to choose the range of services that should be provided in the organization by the PMO
Understanding the techniques and tools for monitoring projects in the organization
Identification of problems and challenges related to the implementation of a project office in organizations

Workshop program:
The importance of projects in the company from the business perspective and what are the consequences
Projects as a tool for implementing the company's strategy
Project, program, project portfolio and project management, program and project portfolio - similarities and differences
Project Management Office (PMO) - types and functions
Why PMO is built and implemented
Basic types of PMO - Project Office and Project Management Office
Place of the PMO within company's organizational structure
Typology and functions of the PMO -Tactical and strategic PMO
Tactical PMO: competence center for project management
PMO: project monitoring
Strategic PMO: tasks and organization
PMO in practice - results of the PMI® research project
PMO in the process of reporting and monitoring projects
Cooperation with shareholders of the project reporting process
Good practices and principles of construction and functionalities of the reporting system
Ensuring the quality of data in the project reporting process
Data and indicators for monitoring the status of projects - how to choose them to be moderated

PMO in the portfolio management process of the organization's projects
Categorization and inventory of projects - a register of organizational projects
Central management of project resources at the PMO level
Monitoring and supporting projects by PMO
Prioritization of projects
The role of PMO in managing the portfolio of projects
Participation in the workshop allows you to obtain 7 PDU (Professional Development Unit). The amount of PDUs awarded in each of the PMI Talent Triangle areas is as follows: Technical Project Management - 3, Leadership - 0, Business & Strategic sklls - 4.
Duration: 1 day

Training available only in the Polish language

The only training in Poland on the unique methodology of chess negotiations supported by a simulation based on a real case from the 13th century. Templar simulation in a unique way demonstrates the course of multi-criteria negotiations between three conflicting parties. The training trains negotiations in a complex environment with the participation of not two, but three parties, it gives you the opportunity to learn about more extensive negotiation mechanisms, such as building a coalition, multidimensional analysis, responsibility management, a multi-stage negotiation process. The training strongly exposes the aspect of information asymmetry and the need to build a win-win strategy based on trust. Strategies focused on beating the opponent limit access to information and the scope of action scenarios.