Calendar of Events

Lee R. Lambert, PMP, PMI Fellow                                                                                
CEO Lambert Consulting Group

Lee R. Lambert has logged 50+ years of project management experience and is considered one of the world’s thought leaders on project management methods and how they can be utilized to create and sustain value added Leadership and Collaboration capabilities.   He is one of only 70 in the world to receive the honor of PMI Fellow. Lee is a Past President of the Central Ohio PMI and was one of the Founders of the Project Management Institute’s Project Management Professional (PMP) credential.  His book, Project Management-The CommonSense Approach, is a best seller in the field.

At 37 years old Lee was named VP of Staff and Organizational Development for one of the world’s largest contract research organizations where he was responsible for creating and implementing a Leadership Development program focused on improved performance for project managers and supporting functional/line managers.

During his decades of platform training Mr. Lambert has provided learning opportunities to more than 50,000 professionals in 23 countries.  He is regularly called upon to provide Keynote presentations on Leadership, Communications and other Project Management topics.  Before his years as VP, Mr. Lambert was a project management evangelist at Lawrence Livermore National Laboratory and General Electric.

• This webinar will examine the critical relationship between organizational strategy and the execution of projects. The potential value of maintaining strategy/project connection will illustrated and way to achieve and maintain that vital connection.
• The supporting slides for this program will help make the relevance of PMI’s emphasis on the Strategic element of the Talent Triangle. It will explain why “simply” being a good project manager will not be enough to survive in today’s world of careful selection of value add projects. The sooner it can be determined that a project is not making a strategic contribution to organizational business objects, the sooner alternates can be considered.
• Participants will be able to identify how their project fits in the organization’s strategic initiatives. Using a sophisticated and integrated project management information system to support identify and clarify strategic relevance of decision being made at the project level.