Overview

The PMI Atlanta Healthcare Forum promotes the art and science of the project management industry best practices. This Forum provides continuing education with cutting-edge project management topics specific to the Healthcare industry, with emphasis on improving the delivery and efficiency of health services. The ultimate goal of this Forum is to share ideas, thoughts and concepts, while promoting leadership opportunities with the Healthcare project management discipline.

Value Statement

The PMI Atlanta Healthcare Forum promotes the art and science of the project management industry best practices. This forum provides continuing education with cutting-edge project management topics specific to the Healthcare industry, with emphasis on improving the delivery and efficiency of health services. ​

The ultimate goal of this forum is to share ideas, thoughts and concepts, while promoting leadership opportunities with the Healthcare project management discipline.

Special Thanks to Our Sponsor

Industry Resources

TAG Health

Twitter

@PMIATLHealth

Overview

The PMI Atlanta Governance Forum provides an opportunity for project managers to learn about governance and advanced topics, including program management and portfolio management in a small group setting of similar minded professionals.

This Forum has established a premier collaboration and networking experience for Project/Program Managers and those involved with PMOs – to share challenges, trends, leading practices, and thought leadership.

Governance practitioners typically include members from strategic, corporate, and operational management. Attendees will find this forum beneficial and should gain invaluable, just-in-time insight for existing business challenges. Please find some helpful links below for additional guidance related to governance.

Value Statement

The Governance Forum provides value to the PMI Atlanta community by offering participants:

• Decisions frameworks to assess culture and apply optimal strategy
• Key takeaways to “take to work tomorrow”
• Discussion of field-tested best practices in the oversight and execution of projects, programs, and portfolios

 Special Thanks to Our Sponsor

Frameworks

Calder Moir
COBIT 
Agile/Lean Path

Certification 

ISACA.org

Standards

ISO.org

Industry Resources

Disciplined Agile Delivery
OECD Principles of Corporate Governance
Gartner Webinars

Twitter

@PMIATLGov

by Mike Ososki, PMP

Bryan Williams, MBA, PMP, PMI-ACP now oversees how UPS’s Global Strategy Group is prioritizing portfolios and programs. His focus is to align strategic initiatives with enterprise-wide goals, and he shared a somewhat sobering view (though maybe exciting, too?) of the writing on the wall.

This isn’t your father’s world of project management, and we all do well to adopt a flexible growth mindset in the swirling semi-chaos that is our current global situation. Here are a few of the ways Bryan sees PM work evolving now:

• Structure : from projects > products emphasis
• Funding : from single, stringent process > multimodal, flexible process
• Getting It Done : from waterfall > enterprise-scale agile and hybrid portfolios
• Oversight : from high visibility of few portfolios > less visibility of many portfolios

Organizational change is expected to continue its dizzying increase. This is due to myriad factors such as market forces, competition, inflation, resource constraints, financial benefits, customer satisfaction, products & services, and value delivery. A recent Gartner survey found that 91% of HR leaders anticipate that change will either remain at its same dynamic pace or increase.

We’re talking about enterprise-scaled agile, product-centric delivery, digital acceleration, technology proliferation, economic & geopolitical uncertainty, and delivery to value realization. Do you feel the pressure?

The project management ecosystem continues to evolve as new complexities emerge

Mandate shifts just keep on coming

The next generation of project management, according to a 2023 Gartner survey of 373 PM leaders, published in the Harvard Business Review, includes

And so, finally, to best keep riding our wild horses, Bryan recommends we focus on

Written by: Tana Glassford-Samuel, MBA, PMP

Executives and delivery teams often speak different languages. In our Agile Forum, Quincy D. Jordan showed how to bridge that disconnect with outcome-based data, governance shifts, and conversations that move agility from buzzword to business value.

Presentation Overview 

We had the privilege of hearing from Quincy D. Jordan, Managing Partner at MarQuiPlus, who walked us through the challenges many organizations face when delivery teams and executive leadership aren’t fully aligned. He shared real-world experiences, sparked interactive discussions, and highlighted how traditional decision-making models can unintentionally hold back true agility at the enterprise level. This conversation was meant to empower attendees to enhance teamwork and alignment, which is critical for driving shared purpose and accountability in the diverse industries we serve.

What stood out most were the practical takeaways we could apply right away. Quincy talked about using outcome-based data to show business impact, suggesting governance changes that make a real difference, and starting meaningful discussions with leaders who are accessible and open to influence. He left us with a powerful reminder: Agile is not the destination—business value is. The session gave us tools and perspective to better connect strategy with execution and move agility beyond buzzwords into lasting results.

    Executive Challenges:

• Legacy Mindsets: Command-and-control habits, slow adaptation to Agile principles.
• Predictability Pressures: Executives, especially in public companies, face demands for precise forecasts.
• Agile as ‘IT Tool’: Agile often seen as limited to IT, not as a holistic business approach.
• Training Gaps: Leadership often lacks Agile vocabulary and context, especially in bottom-up transformations.
• Incentive Misalignment: Performance appraisals and incentives may not support Agile values.

Takeaways

   The aim is business value and agility, not Agile for its own sake.

• Share Outcome-Based Data: Communicate results in terms of business impact.
• Recommend Governance Changes: Propose actionable improvements in leadership or processes.
• Start Agility Conversations: Engage accessible leaders to advocate for strategic agility.

Next Event

Join us at the next PMI Atlanta Agile forum on Tuesday, September 16, 2025

Keynote Presentation: "Beyond Methodologies: Building Flexibility into How We Work” by Andre Whittick

Register at www.pmiatlanta.org/events/event-calendar

Event Pictures