The Professional Development InstituteTM
Harvard University Global System
Harvard® Planner Group

Hands-On Workshop Applying Harvard University Global System Tools
Mastering Project-Management Skills, Techniques and Proven Practices

Learn to Lead Teams; Plan Projects and Control Progress:
Scope, Deliverables, Time, Resources, Risks, Costs, Earned Value and Change


Workshop Objectives

The objectives of this intensive workshop are to provide you with the competencies, best practices, proven techniques and tools to set realistic goals and deliverables, allocate scarce resources; estimate time and costs (budget, commitment and cash-flow); select review milestones based on risk and context rather than a chronological control frequency. You will hone your skills to integrate the plan and validate current performance with earned-value management (EVM). Thus, you can prudently predict the trend and firmly control progress by recognizing early warning signs of delays and cost overruns, exploring corrective actions, managing change and delivering excellent results (final deliverables’ quality, time, cost, net value, team commitment, client trust) or seeking a graceful exit, when it is in the client's best interest.

Why Is This Workshop Unique?

This workshop is practical by virtue of three unique features:
  1. The workshop leader, Alain Paul Martin, is a genuine innovator (US, Canadian and Japanese patents), an experienced educator and a leader of projects affecting millions of professionals. Before, during and after his years at Harvard and MIT, Alain has truly democratized project leadership, strategic planning, critical-path scheduling, scarce-resource allocation and advanced progress control. He is an esteemed authority in project leadership and risk management by The Project Management Institute (PMI), universities and large companies. His seminars have gained the recognition of clients in finance, aerospace, biotech, IT, R&D, mining, power generation and government (international trade, agriculture, defense, education, health, national security).
  2. You can say goodbye to the complex time-consuming techniques taught elsewhere and apply the Harvard University Global System, a breakthrough in project management. After a 20-year research in complexity reduction and application in business and government, the Harvard® framework and instruments make solid project planning and rigorous progress control within the reach of everyone in the project team. Leading companies and defense agencies have applied the Harvard® framework, in projects varying from millions to over a billion in range, to schedule and visually allocate resources and track progress with more visibility and accuracy than ever; thus, delivering a superior value, frequently under inelastic deadlines, scarce resources and and tight budgets.
  3. You will receive the best available course materials (see below) and a unique certificate of completion specifying your proficiency in project management applying Harvard University Global System tools.

Who Should Attend

Project management is a team endeavor, the more competencies in the art and science of project management within a team, the higher the synergy and the competitive advantage for the organization. That is why the greatest project managers empower their team with the proven skills and best practices in project management. We, therefore garantee, that project leaders and every member of your project team, including functional managers, client representatives and executive assistants, can immensely benefit from this hands-on workshop.

Participants come from business, trade associations, foundations and governments. Candidates seeking the Project-Management Professional’s certification or already possess a PMP designation will discover new ways to improve their planning and progress-control performance. Guaranteed!

Workshop Outline (2 CEU)

1. Project-Scope Definition: Project Charter

  • Start with a clear mandate: Harvard® Project Scope
  • How to validate project objectives, priorities and risk-related assumptions
  • Performance and value management: Progress benchmarks and impact indicators and constraints
  • Teamwork

2. Work Breakdown Structure (WBS)

  • How to brainstorm the best deliverables with Harvard® Creativity Grid
  • Work Breakdown Structure: Exercise applying design principles

3. Who Is Doing What: Harvard® Responsibility-Accountability Chart

  • Richard Beckhard’s fundamental principles for allocating roles
  • Harvard® responsibility-charting teamwork: case study
  • Exercise: Role-conflict prevention; risk mitigation
  • Exercise: Building early warnings for delays and cost overruns
  • Accountability and liability issues for project leaders and team members

4. The Complete Risk-Management Cycle

  • Risk identification: How to detect neglected risks with the Harvard® Continuous Risk-Management Framework
    • Stakeholder-related risks, value-chain risks, responsibility-accountability risks
    • Risk-intelligence repository: Vital for project portfolios
  • Qualitative and quantitative risk assessment
  • Risk-response strategies
    • Options: mitigation, acceptance, avoidance, sharing and transfer
    • Exercise on strategies to reduce risk to a manageable level
    • Defining residual risk and contingency plans
  • Risk communication

5. Scheduling, Budgeting and Resource Allocation

  • Select from 18 criteria for estimating and scheduling
  • Estimating: from PERT, CPM and Harvard® best practices
  • Baseline scheduling: Least-cost scenario; teamwork
  • How to allocate resource: Single and multiple projects
  • How to streamline and, if necessary, fast-track work
  • Risks of fast-tracking brain-intensive tasks
  • How to manage projects with inelastic deadlines
  • Exercise in budgeting, commitment and cash flow
  • Best earned-value milestones for progress control
  • Applications to pilot experiments and project portfolios

6. Implementation: 360° Tools and Best Practices

  • How to anticipate and control changes, costs, time and value
  • How to assess progress and risks at each milestone
  • New schedule and cost projections: 12 validity tests
  • Progress-control exercises and teamwork

7. Synthesis and Conclusion: Exemplary project leadership


Faculty Leader: Alain Paul MARTIN

I lead PDI ( www.eharvard.org/pdi), a global catalyst at the intersection of innovation, governance, strategy and principled leadership. He is concurrently the Chief Architect, Harvard University Global System, for which PDI has a worldwide-trademark license from Harvard University. I led the discovery, development and scaling of this System, which comprises cutting-edge innovation and performance-improvement instruments, originally used by Skanska in Sweden; then Finland, Germany, Poland, Saudi Arabi and the U.K. to manage capital projects, ranging from a million to a multi-billion dollar budget.

Alain Paul Martin, Workshop Leader Building on a wide-range of disciplines, failure lessons, leadership skills, best practices and his innovation track record (patent holder: US, Canada, Japan), I lead groundbreaking-innovation webinars and workshops namely:

  • Deep Dive into Collaborative Innovation - Ground Zero: Focusing on value-incubation foresight, and stakeholders' dynamics and engagement (from issue incubation to resolution and strategic communication).
  • Groundbreaking Innovation with More Choices Less Guesswork: From ideation to exploratory and structured creativities with Harvard® roadmaps and creativity instruments
  • Exemplary Team Leadership, Self-Leadership & Shared Governance for Innovators
  • Managing Innovation Projects with Harvard University Global System. The workshop includes the contextual benefits of agile and waterfall-development and implementation options.
I also coach leaders and teams to:
  • Ask profound questions; reflectively listen; and lead with intellectual integrity and exemplary self-leadership;
  • Focus on a shared and sustainable purpose (including diversity, inclusion, solidarity and ESG goals) and change drivers, across the value chain;
  • Co-innovate; nurture reliable allies, a resilient-team ethos; and collaborate and compete to win ethically on the best value;
  • Be pragmatic in action; apply decision science (behavioral and cognitive neuroscience, system thinking and operations research);
  • Craft and execute foresighted strategies (with the details that count); and
  • Build for an effective succession.
Deep Dive into Collaborative Innovation: Ground Zero - Stakeholder-Dynamics and Value-Incubation 
	Foresight Understanding the stakeholders' interests, fears and unsatisfied needs, as well as how issues incubate before appearing on the decision-makers' radar, is vital in innovation intelligence and foresight work. My 2022 monograph titled "Deep Dive into Collaborative Innovation: Ground Zero" builds on the intelligence and novelty lessons learned from the gems (opportunity and failure seeds), frequently unseen or overlooked, early during the incubation of surprise events and stakeholders' dynamics in business, government and geopolitics. It is for leaders and innovators mission-focused, rather than reactive and events driven, as often witnessed, including during the Covid-19 pandemic.

I also authored articles on strategic policies and the book titled " Harnessing the Power of Intelligence, Counterintelligence & Surprise Events" which was recommended by leading scholars, corporate executives and the intelligence community.

I am a 2012 Harvard Fellow, Advanced Leadership, a 1997-99 Harvard Business School's entrepreneur-ship alumnus (OPM). I graduated in Commerce (Quantitative Methods) from Concordia (Montréal) and studied advanced technology in Lille (France) with internships at Peugeot, ARD National TV Network (Berlin), the University of Ottawa's Particle Physics Unit and Carleton University's Hydrodynamics Lab.

I acquired skills in system thinking and change management at the MIT Sloan School of Management and the Gestalt Institute of Cleveland (GIC), and mediation and advanced negotiation for lawyers, at Harvard Law School, from which I am certified to teach negotiation in corporations. Lifetime learning is integral part of his mission and priorities (see C.V. page 4 on Education and Continuous Learning).

I was twice a graduate-faculty member at the University of Québec where I taught Management of Change in the M.Sc. Project-Management program. I coached, for 12 years, the Applied Research & Technology directors and teams at Teck Metals, Canada's largest diversified resource firm. My exemplary-leadership workshops were held at Bertelsmann, Boeing, Boliden, Cap-Gemini, E.ON wind power, France Loisirs, GE (U.S., Canada, Europe), Harvard University and the Ivy-League's Leadership Summit, IEEE, Japan's METI and Engineering Advancement Association (ENNA), MD Robotics, Morocco's Mohammed VI Polytechnic University, OCP Group, operations-research societies, OPG Nuclear Power, the Project Management Institute (PMI), Skanska, Textron's Bell Helicopters, Tokyo's UN University and governments (Europe, the Americas and Asia).

In finance and banking, I advised the Sr. VP, Audit & Human Resources on governance and strategy at Canada's National Bank whose CEO recommended my strategic-intelligence book. Desjardins' President John Harbour praised my role as the main strategic advisor in crafting "the vision and strategic direction of Desjardins, a $75 billion financial institution", and the "world's 2nd strongest bank" (according to Bloomberg at the time). Earlier, I also coached, the general-insurance executive team to turn Desjardins into the industry's flagship through strategic innovations, leapfrogging Zurich and ING; and become "North-America's fastest-growing general insurer, quadrupling sales and raising profit tenfold, in five years". Desjardins also advanced actuarial research and later spearheaded the University of Sherbrooke's Responsible-Financing Chair.

I subsequently teamed-up, for the third time, with Mr. Harbour upon his appointment by Québec's Premier to head the SAAQ, a government agency that was struggling under the weight of a rampant $489 million debt, fast-rising deaths and severe injuries, due to highway accidents. I researched the best practices taught in leading actuarial schools and governance in precursor jurisdictions from North America to France, Sweden, the UK and New Zealand. Then, I coached the SAAQ team whose decisions, saved thousands of lives, in less than 5 years; reducing the death toll by 35% and severe bodily-injury accidents by 43%, despite a 15% increase in highway traffic; while: (1) building resilience to overcome future shocks, and (2) turning the nearly half a billion deficit into $20 million surplus. Mr. Harbour described my 12-year ad-hoc contribution in strategic thinking, governance, collaborative innovation and exemplary leadership, both at Desjardins and at the SAAQ, in a video in French at: www.eharvard.org/2020).

In the public service, I advised the UNESCO's director general and authored "Overhauling the UNESCO and Strengthening Its Essence". For four years, I advised two prime ministers on strategic policies and was a non-partisan Executive Member of the Prime Minister's Committee on Government Reform. I also led assignments where sensitive multi-party negotiations were of paramount importance, including:

  • The creation, with Dr. Brian Morrissey, of the Canadian Food Inspection Agency to restore the public trust in the inspection system and position the country among the safest and trusted exporters;

  • Researching, at my expense, the U.K.'s lessons from mad cow (BSE) and variant Creutzfeldt-Jakob diseases (vCJD). Consequently, Dr. Morrissey and I led an intensive workshop to prepare public-health executives and scientists nine months before BSE was diagnosed in the country;

  • A proposal accepted by Canada's Prime Minister to defuse the growing tensions between Canada and its Asian trade partners, particularly Japan, following the discovery of mad-cow disease;

  • The merger of five agencies mandated to protect investors, maintain the integrity of securities markets, and regulate financial institutions in Québec;

  • Coaching leaders of the First Nations in British Columbia and those of the Sakha (Yakutia) Republic of the Russian Federation to apply mission setting, principled negotiation and proactive governance in resolving inter and intra-government issues;

  • Advising the government of the Northwest Territories (NWT) on large-scale environmental risks, from complex mine reclamations to potential oil and gas disasters in the NWT and the Arctic;

  • Recommending untied funds for the World Food Program (WFP) to act as a reliable ally, buy food locally and deliver promptly to meet major-flood victims' needs. Successfully negotiated with WFP (Rome), for CIDA, the implementation of the first project in Rwanda.

  • Co-initiated negotiations to mobilize petrodollar funds and Canadian expertise for the benefits of the poorest countries; thus, extending Canadian aid beyond the ParliamentR's approved budget.

  • Leading engineering projects in Equatorial Africa, funded by CIDA and the World Bank, including a flood rescue, a 2800-KM microwave link, a 660-KM inter-city highway and bridges.

I led the creation of Radio Canada's (CBC) news-equity system to improve the impartiality of the delivery of news and public-affairs' programs, across six time zones, especially during elections, when accuracy and timely reporting are sine qua non conditions for transparency and effectiveness. Building on my experience at Germany's ARD in Berlin and knowledge of counterparts in democratic countries, I led the creation of Radio Canada's (CBC) news-equity system to improve the impartiality in the delivery of news and public-affairs programs, across six time zones; especially during elections and other critical times, where accuracy and timely reporting are sine qua non conditions for transparency and effectiveness. The operations-research based system also served to mitigate the national broadcaster's liability risks (especially in the protection against frivolous suits) and the independence critical to CBC's core mission.

Building on a pilot experiment with leaders and educators of Massachusetts' school boards and schools, I lead workshops focused on system-thinking applications in the education of science, technology, engineering and mathematics (acronym STEM) enhanced by a decision-literacy module (STEM+D) with inter-disciplinary applications; centering on increasing the science capital (Pierre Bourdieu), reducing complexity and learning to build trust and consensus. Thus, teachers can now gradually prepare K-12 learners to:
  • Validate goals, facts, perceptions and biases; make assumptions explicit; and opt for rational decisions by seeking evidence and logic, as close as possible to the source(s) of expertise;

  • Learn to develop empathy for all stakeholders; hold the high moral ground; seek sustainable and just solutions; address the ever-changing risks and resistance to change inherent in complex issues;

  • Learn, before seeking approvals, to plan with rigor, candor, humility and constructive arguments that resonate with – and inspire the trust of – decision-makers and the broader constituencies with vested interests in the issue(s), including those with the power to veto controversial decisions.

  • Acquire proven project-planning, organization and execution skills, with a cutting-edge complexity-reduction framework and instruments superior to traditional techniques, such as the Critical Path Method.

People with serious character flaws strive on exagerations, misrepresentations, and spreading misinformation among the unwary, who may suffer from empathetic-listening deficit, fear, normalization of deviance, codependency and/or asymmetries of decision-making know-how. Much of their flaws can be traced to parental and early-education deficits. Higher-education establishments can reinforce positive values and related behavior; but face an uphill battle with dishonest, prejudiced, self-centered and morally-corrupt students. That is why the above decision-literacy module (D) gradually addresses the K-12 critical need for empathy, the high moral ground, rigor, candor, humility and constructive dialogue to build trust and consensus. Acquiring such a proficiency, at least on validity testing, is lofty and overdue. These skills also accelerate STEM learning by opening the young minds to the immense applications of decision-making instruments and the deeply-rooted differentiation-integration (Lawrence-Lorsch) synergy of the four traditional disciplines to meet each learner's specific needs.

Active in civil society, I mentor on crafting the NGO sextet of critical success factors (equity, solidarity, leadership, innovation, funding and governance). The purpose is to prevent and combat poverty and exclusion; and advance social justice, public health and STEM+D education. Inspired by Drs. Paul Farmer and Jim Kim, I led the creation of Partners in Health Canada to harness Canadian generosity for the public health of the poorest of poor. I led the funding for CHEO children's hospital, food banks, Canada Without Poverty, an earthquake and Japan's Tðhoku Tsunami victims. Supporting the American Red Cross for Sandy-Superstorm victims, we teamed-up with the French Embassy, Washington (DC) area's alumni clubs (Wharton, Chicago, HBS and Harvard) and the French-American Chamber of Commerce.

I am recognized by the president of Harvard University for my "Leadership, Vision and Service" and the Project Management Institute for my "outstanding contribution to the state-of-the-art in project management". I am also a recipient of an award from Bombardier-Aerospace/Canadair and a Certificate of Merit from the Canada Awards for Excellence.

I am a founding member of Harvard University's Advanced-Leadership (ALI) Coalition and a former president of two Harvard University clubs. I held memberships with Harvard Faculty Club, the Sierra Club, the Agile Alliance, the Association of Computing Machinery, HBS Club of New York, the Société mathématique de France (SMF) and the Jeunesses musicales de France (JM France). I am a founding sponsor of Roger Fisher House, a conflict-resolution catalyst that is now part of Mercy Corps. I am an Advisory Board Member of both Social Hearts (Tokyo, Japan) and New York's Build Academy which focuses on urban infrastructure, diversity, smart cities and sustainable and resilient design.

For details about my education and executive development, please see page 4 at www.eharvard.org/martin/martin.pdf.

® "Harvard" and "Harvard University" are registered trademarks of The President and Fellows of Harvard College.
"Harvard University Global System" was developed independently of Harvard University and is under trademark license.
"Professional Development Institute" is, since 1974, a trademark of The Professional Development Institute PDI Inc.



Practical Course Materials of Lasting Value

A total attention to quality is featured in the versatile course materials from the pre-readings, the exercises and case studies to the most practical toolkit and complexity-reduction Harvard® road maps. The following is a list of the course materials and practical instruments that facilitate learning and mastering project-management skills.
  1. The pre-readings from Alain Martin’s papers on project leadership, stakeholder’s analysis and key players’ dynamics, strategy formulation, brainstorming and creativity, authority and soft power, the fundamental drivers of excellent decisions, goal validity and responsibility charting.
  2. The main workbook covers the agenda and provides supplementary references
  3. Alain Paul Martin's book titled "Harnessing the Power of Intelligence", which includes several tools to analyze the stakeholders and identify project opportunities and risk early through the risk-incubation paradigm
  4. Exercises, teamwork and case studies on mission and goal validity, project scoping, responsibility charting, scheduling, resource allocation, budgeting and progress control.
  5. Harvard University Global System road maps and work-improvement templates:
    • Harvard® Complete Framework: Vision, Strategy, Policy and Project Management featuring both ongoing and sequential tasks that no manager can ignore
    • Harvard® Project Scope Definition to define the project value chain (objectives and linkage to client’s mission, deliverables, resources), the critical success factors (performance indicators) and the evaluation plan
    • Harvard® Negotiation Mandate: A template to prepare negotiations and manage deadlocks
    • Harvard® Principled-Negotiation Road Map for planning and running effective negotiations
    • Harvard® Creativity Template
    • Continuous Risk-Management Road Map and accompanying guide titled “Neglected Risks: Identification and Management Primer Applying Harvard University Global System Tools”
    • Harvard® Responsibility/Accountability Chart to clarify everyone’s role and obligations and prevent role conflicts
    • Harvard® Time-Management Road Map to help you plan your time.

Tuition Fees

Fees include books, hand-outs, road maps and other course materials of lasting value (see above), and a daily continental breakfast plus hot and soft drinks during the morning and afternoon pauses, but exclude hotel accommodation (if required).

Registration and Cancellation Procedures

To register, please contact us either by:
  • email at rsvp@eharvard.org. Specify your name, position, organization, phone number(s) and the webinar you wish to attend.
    or
  • call us toll free in the USA and Canada: 1-800-HARVARD; international: +1 819-772-7777. voicemail: 24/7.
Please pay in advance by credit card.

Cancellation Policy
Participants registering as a group must send substitutes in lieu of canceling. For other clients, cancellations are accepted if made at least 10 working days prior to the course, and are subject to a $150 service charge per person. Full fees are payable by anyone who fails to attend or cancels less than 10 working days prior to the session. One substitution or transfer to a later course of the same duration is accepted.


Workshop Locations and Hotel Accomodation

Bring This Webinar to Your Organization

We deliver private versions of this webinar worldwide to business and governments, NGOs and bar associations and other societies. We would be delighted to work together with your team anywhere. Ask us for a proposal based on the number of participants, the seminar duration and a selection of cutting-edge course materials and case studies most applicable to your environment.

Our fees are reasonable. Sales and value-added taxes (HST and PST or VAT) are extra.

The client is responsible for the conference room and audio-visual materials.




International 
Toll-free: USA & Canada: 1-800-HARVARD (1-800-427-8273). +1-819-772-7777
Monday through Thursday: 9 AM to 4:00 PM, EDT. Voicemail: 24 hours 7 days
 
 
European Distribution Centre for Harvard Planners: WH Smith, 248, rue de Rivoli, Paris,75001
Contact : Sylvie Goffinet  +33 1 53 45 84 40. Métro Concorde.


Participants’ Feedback

"Alain Paul Martin has a long and valued association with Teck Metals Ltd; We believe that Alain's teachings go far beyond the typical project management focus on scope, schedule, cost, and, sometimes, quality. Alain delves into topics that project managers working with complex topics or program managers dealing with multiple complex and often inter-related projects need to know about and must become skilled at to be successful. These teachings are supported by tools that we and our teams use on a regular basis to move ideas and concepts into well-defined projects that can be managed with conventional project-management tools."

Rob Stephens, PhD
Director, Applied Research & Technology
Teck Metals Ltd.

"Alain delivered, over a 4-year period, “Advanced Project and Risk-Management” workshops to our nuclear project managers and executives at Ontario Power Generation (OPG) ... These sessions covered the complete project management cycle from project and risk incubation to stakeholder analysis and strategy formulation to operational planning including estimating, resource allocation, budgeting, earned-value planning and progress control. Including myself, the sessions were taken by approximately 200 OPG Project Managers, Sr. Engineers and Executives. Feedback from all sessions were excellent. Course materials and instruction exceeded all of the requirements established by OPG."

Mark Arnone
Vice-President, Nuclear Refurbishment
Ontario Power Generation (OPG)


"I found the course content, your presentation and the group-interaction discussions stimulating real-life cases very enlightening. The learning of a new material surprised me because I have 28 years of industrial experience and held a corporate position for 8 years... Your course, because of its thorough analysis of the issues, will be useful to researchers considering entrepreneurship."

Noel P. Mailvaganam
Principal Research Officer
National Research Council


"Companies like PDI... set the highest standards of quality in product and services. I am sure I speak for others at Boeing when I say it is good to have you as an ally."

Don Mallory
Boeing


"Alain Paul Martin is a true authority on the subject of risk, complexity reduction and the transfer of universal skills. At some of the “darkest hours” in leading complex projects and managing global risks, I turn to Alain’s methodologies clearly laid out in his seminal book Harnessing the Power of Intelligence, Counter-Intelligence & Surprise Events. It is like the Physician’s Desk Reference for strategists and practitioners alike.

Alain is a masterful public speaker and he captivated an audience of fellow HBS alumni and guests when I hosted him at the French Embassy in Washington. Alain receives my highest praise."

Dante A. Disparte
Founder and CEO at Risk Cooperative
Co-Author Global Risk Agility and Decision Making
President
Harvard Business School Club, Washington (DC)


"I enjoyed acquiring new ideas in strategy formulation, negotiation skills and leadership. The exercises and simulations gave a good hands-on practice."

Savi Sachdev
Director General, Space Systems
Canadian Space Agency

Note: Mr. Sachdev took Strategy, Negotiation, Leadership and 4 out of the 5-day Advanced Project-Management Workshop

"The tools and strategies provided by this course will be of practical use in all aspects of my work! Powerful tools delivered by a leading-edge instructor! Many thanks!"

Carl Finniss, Project Manager
Customs & Revenue Agency


"I found this to be a content-rich course with a real-world focus. It has changed the way I approach strategic thinking and has significantly added to my risk and negotiation tool chest."

Mark Maltais, Manager
Risk Assessment, CDIC


"Excellent value for a senior manager."
Col. Tom Lawson
Department of National Defence


"Alain Martin's real-life examples and experience add so much value to the learning experience that it made the learning material much easier to understand."

Michel Firlotte
IT Project Manager
Health Canada


"Project Management was the first seminar I took with Alain Martin. I have since participated in five workshops led by Alain who has, for over 10 years in two companies I have presided (Desjardins and SAAQ), delivered excellent in-house executive-development seminars applying Harvard University Global System tools in risk and project management, strategy formulation, principled-negotiation skills, management of change and exemplary leadership.

Our senior executives and their teams have acquired invaluable competitive skills and instruments for project leadership, planning, progress control and impact evaluation. I strongly recommend Alain's workshops. Because of their immediate relevance to the real world, Alain's in-house sessions were a resounding success."

John Harbour
President, Desjardins and SAAQ (ret'd)

"Very focused seminar on practical and innovative tools that are of great value and are uniquely delivered."

Wassim Labaki, President & Chief Engineer
Advanced Manufacturing Processes
Robotic Systems


"The most thought-provoking and insightful sessions on management issues I have seen in 25 years of military and public service experience."

Alan Stewart
Sr. Project Manager
Aircraft Certification, Transport Canada


"As a new supervisor, this workshop gave me more practical tools to achieve my mission."

Louis Dufresne
Supervisor, Technical Training
Bombardier Transportation


"Very interesting and fast paced! Not a dull moment."

Rick Leach
Team Leader, Financial Planning, EDC


"All managers should take this seminar. Everything we touched on will be great help to me."

Roger Provost, Ice Services Specialist
Weather and Environmental Prediction Services


"An extremely unique and valuable course with great new tools that can be broadly applied."

Derek Potts
Chief, NHQ Computing Facilities, CIC


"Excellent program; good use of examples. Alain uses his very diverse knowledge base to focus the principles of this risk and project-management seminar."

Dr. Keith Garel
Senior Project Manager
Nuclear Feeder Integrity Project
Ontario Power Generation


Workshop Leader's Endorsements

"Mr. Martin tirelessly invests his energy to leverage his successes and networks into solutions that have a direct, positive impact on the poor…

Mr. Martin’s management background and extensive experience in advising global leaders, alongside his motivation to eradicate poverty and its ill effects, qualify him to make a uniquely valuable contribution to addressing inequity on a societal level. With demonstrated skills in entrepreneurship, negotiation, and issue analysis, he is precisely the sort of thoughtful, versatile leader we need to advocate on behalf of the poor and underserved."

Prof. Paul E. Farmer, MD, PhD
Chair, Global Health & Social Medicine,
Harvard Medical School
Chief, Global Health Equity, Brigham and
Women’s Hospital
Co-founder, Partners In Health


"I was privileged to work with Alain Paul Martin at Harvard University, attend his lectures and provide technical support for his research on complexity reduction.


Alain cares deeply about the students he mentors, Harvard staff and his Advanced Leadership colleagues. He is passionate about social justice. His compassion for the less privileged is genuine. Candid to share his mistakes, he welcomes critical scrutiny of his work, listens, validates and acts on suggestions.

A model leader and educator with a touch of humility and captivating public speaker!"


Cochise Pearson, M.Ed.
President, Ivy Scholars Success
Senior Consultant, Harvard University