ProjectExperts' Goff Spoke, Will Speak
ProjectExperts' Stacy Goff, in addition to over 28 years of offering PM training and consulting services, offers keynote and major conference or Congress presentations all over the World. Below is a list of past and planned speaking events. Note that, while most events target Project, Program and Portfolio Management practitioners, the topics and events are also highly relevant for Corporate and Government Executives, Functional Managers, Resource Managers, and the PMO. A sampling of events and topics:

• IPMA World Congress 2005, Delhi, India: Managing Risk Is Project Intelligence.
• Shanghai China, 2006: Executive Briefing: Developing Your Expert Project Management Office.
• Gartner Project & Portfolio Management North America 2006; IPMA's Distinctive Project Portfolio Checklist for Success; Impact of Skills, Behaviors and Competences.
• IPMA Young Crew; Shanghai, China, 2006: Assessing and Developing PM Competence.
• IPMA World Congress 2006; Shanghai,. China: Distinguishing PM Competence in Training and Development, Organizational Assessment and Certification.
• China Construction Project Managers Association, Shanghai, 2006: Judging of China's Top Construction Project Managers, and post-judging presentation.
• ProjectWorld 2007; Tracking Project Performance to Maximize Business Value.
• IPMA World Congress 2008; Rome, Italy: Stream Chair and Presentation: Collaboration and Competences in Business Development and Program/Project Management.
• IPMA Expert Seminar 2009; Stream Co-Chair and Presentation: Improving PM Performance in the Classroom and Beyond: A Framework for Developing PM Talent in the Contextual and Behavioral Competences.
• IACCM Congress 2009: Getting & Keeping Stakeholder Commitments in Project Risk Management.
• NCMA World Congress 2009, Panel, plus Presentation: Managing Risk in Business Development and Program/ Project Delivery.
• IPMA World Congress 2009; Helsinki, Finland; Stream Chair and Presentation: Which Animal in the PM Zoo Are You?
• PM Symposium 2009; University of Texas at Dallas, PMForum, PMI^® Dallas: Essential Insights in Meeting the Rising Demand for PM Performance.
• Milwaukee/SouthEast WI PMI Chapter Symposium 2009. Implications of a Vision: PM Software Industry of 2025 (based on Goff's Chapter 9 of PM Circa 2025).
• MidWest Decision Sciences Institute 2010, Toledo Ohio: Embracing the aPRO PM Organizational Performance Assessment Opportunity.
• PM Symposium 2010; Univ. of Texas at Dallas, PMForum, PMI^® Dallas; Panel, plus presentation: Four Pathways to Organizational Assessment and Increased PM Performance.
• Young Crew Workshop 2010, Istanbul, Turkey: The Answer Is Not Always 42.
• IPMA World Congress 2010; Istanbul, Turkey; Stream Chair, plus Presentation: Four Opportunities to Improve Project Portfolio Performance.
• Nepal International Conference 2011: Project Management for Results. Topic tbd.
• China International Congress 2011; Xi'an. Topic tbd.
• PM Symposium 2011; University of Texas at Dallas, PMForum, PMI^® Dallas. Topic tbd.
• IPMA World Congress 2011; Brisbane, Australia. Topic tbd.

Explanations of the Above "Top Speaking Topics"

A. Managing Risk Is Project Intelligence (2005 IPMA India World Congress topic!)
Traces highlights of early Project Risk Management use, discusses regulatory influences currently in play, notes current best practices and lessons learned, and conjectures where the discipline is headed, as the Enterprise learns new uses of Risk in Project Intelligence. Target Audience: Executives through Managers, Project Managers and key stakeholders.

B. Project Levers and Gauges
Better, Faster and Cheaper is an attractive theme, but results in poor project performance when Project Managers and their Managers don’t know the difference between the Project Levers and the Project Gauges. The result: instead of proactive action, they react to trailing indicators, while the effective Project Managers (and Executives too) enjoy the luxury of proactive management. Target Audience: Executives through Managers, Project Managers and key stakeholders.

C. Essential Insights In Meeting the Rising Demand For PM Performance
The practice of Project Management has soared in popularity since the publishing of Duncan's 1996 PMBOK® Guide. Hundreds of thousands of new practitioners have been trained, equipped with new tools, and many certified. Yet despite these investments, project performance, for many, has not significantly improved. In some cases, it is getting worse. Meanwhile, increasingly impatient Executive Managers await the promised improvements; many are just giving up, deciding that PM is just another fad.

This presentation responds to the rising clamor for improved PM Performance, often coming from outside the PM arena. It touches upon current per-ceived failures, and then identifies a set of essential drivers for improved PM Performance. Some organizations already employ many of the practices we discuss; many are missing a few essential insights. One such insight is that most current PM investments, including training, certifications and tools are merely inputs. Too often, the missing essentials are the insights needed to assure and measure intended results or outputs. This session shares those insights.

D. Implications of a Vision: PM 2025
Based on Chapter 9 of a book published by Project Management Institute, Project Management Circa 2025, this presentation traces key project management software achievements of the past and present to project a likely future. Discontinuity scenarios probe the game-changing disruptions from apparently unrelated or unseen impacts upon project management through 2025 and beyond. An example of an apparently unrelated impact is the rise of virtual worlds over the last several years, with a potential for far-reaching project impact.

Yet, few enterprises (where enterprises include government agencies and corporations) take advantage of the power of all the portfolio, program, and project management Software tools they already have. Adding more features and capabilities will not be the driver for advancement. The challenge of the next several decades is to maximize our benefits from proper use of the tools that exist today, and then to add the PM competences needed to embrace the advancements to come.

E. Thinking Beyond the BOK
The PMBOK® Guide is a great starting point. And the most effective Project Managers soon move beyond that knowledge foundation, adding communication and other key skills and behavioral attributes, as they progress into Competence and pure project performance. This presentation provides a framework for that progression, using the USA’s National Competence Baseline. Target Audience: Experienced Project Managers and their Managers.

F. Small Projects: Don’t Just Do Them!
In your organization, the majority of most professionals’ efforts is probably spent in project work. The problem is, most of that project work consists of Small projects, that aren’t even considered to be project work, just “more stuff that needs to be done by the end of the week”. So, the majority of your Project portfolio is actually invisible, and is totally unmanaged. Target Audience: Business and Resource Managers, Project Managers and Knowledge Workers.

G. PM Competence And Your Weakest Link (2006 IPMA China World Congress topic)
Projects for your team, your department, or your Enterprise are only as successful as the effectiveness of your “weakest link”. Using our 360’ PM Competence Model, we explore the range of key stakeholders from whom you need stellar Project performances to succeed. Then, given an assessment of gaps and strengths, establish a Competence Development Plan. Target Audience: Business and Resource Managers, Project Managers and Knowledge Workers.

We can also distill and craft some of the topics in our Modular Project Management curriculum into a one hour speaking topic. If you do not see a topic of interest on the list above, review our Modular learning experiences and ask us!

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