Advisory
The keynote names the problem. This is the work of fixing it.
Most organizations don't have an authority problem in the abstract. They have a specific portfolio that nobody can see, a prioritization process that resolves to whoever asked most recently, and a set of capable people carrying assignments that were never scoped. Sheryl works with a small number of organizations at a time on the structural side of that.
STANDING UP A PMO
Design and launch of a project management office from nothing: intake, portfolio inventory, prioritization criteria, governance, reporting cadence, and the standing you need to make it stick. Sheryl built the first ambulatory PMO at a major academic medical center, in a clinical environment where she held no clinical authority — and it was recognized as the premier PMO in the health system.
PORTFOLIO AND PROGRAM DIAGNOSTICS
An outside read on what is actually live in your portfolio, what depends on what, which initiatives quietly died and are still consuming attention, and which assignments are sitting at a two.
MENTORING FOR PROGRAM AND PROJECT LEADERS
One-on-one work with PMs and program managers on scope development, risk identification, schedule and budget execution, stakeholder management, and the specific skill of operating with less authority than the job requires. Practical for both matrixed and non-matrixed environments, which fail in different ways and require different tactics.
PMP, Project Management Institute, since 2012 · MBA, University of Alaska Fairbanks · BS Management Science, SUNY Oswego · Colonel, U.S. Army (retired) · Bronze Star · Defense Meritorious Service Medal