“Todd is one of the most outstanding speakers I have had the pleasure of hosting and would highly recommend him for any speaking event.”

Leslie Young, Event Organizer
NASA Goddard Space Flight Center

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“We were successful with our ERP replacement initiative due, in part, to your presentations on running successful projects. In particular, the presentation Cover Oregon, What Would You Do? opened my eyes to create an atmosphere of accountability, need to continually define and adjust for achievable scope, and manage the team to a “forced march” toward completion with a focus on “what can be done” and not trying to do everything. Thank you.”
Russell Boedeker, CFO, Bookbyte.com
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“He did a fantastic job. In three and a half hours he not only familiarized our people with the psychology of change, but also walked them through how the proposed changes for next year will impact them and our clients.”
Christine Herb, VP Professional Services
Accela

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"My favorite speaker of all time! ... You made the audience feel engaged and important. People’s faces lit up when they could share their knowledge and experience."
Raynette Yoshida
Institute of Management Accountants

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"I've been following Todd for years. It will be good to see him again. ... Being an entrepreneur, like Todd, I am constantly in search for new work opportunities and I believe he can give me a few pointers."
Charlene Draine
Attendee and Event Organizer
SeaDrain, L3C

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"Mr. Williams obviously knows how to make projects successful, the art of capturing the audience, and the needs of a meeting planner. What else do you need?"
Lisa Harper, Event Organizer
Premier Event Management

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Presentations and workshops for your company

The eCameron team can help your company or organization with the most difficult transitions using a variety of presentations, workshops, and classes to help get people thinking in new and innovative ways.

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"Todd introduced ideas with which we could remove some of our processes while maintaining the same level of quality and coming up with new ways to help our customers."
Travis Lucky, VP, IT & Software Development
VTM Group

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Internationally Recognized

The eCameron team is internationally recognized and routinely called upon as thought-leaders by companies and organizations to help execute initiatives successfully. Its team has completed workshops in North America, United Kingdom, and EMEA and book more every daily.

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"We saw value starting the next day [...] Within a week, I was able to take a subset of our leadership through his prioritization process and we were able to drive significant clarity into our portfolio, even postponing projects that did not squarely align with our strategic goals."
Kristi Earhart, Acquisitions and HR Project Management
Holiday Retirement

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"Twelve months later we were still referring to many of the outcomes to continue to channel behavior in a positive manner. This 90-minute presentation changed how we do projects in a very positive way."
Steve Hufford, Enterprise Architect
Portland General Electric

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Presentations and workshops for your organization

The eCameron team can help your company or organization draw attendance, involvement, and money through interactive keynotes, educational track sessions, and fun workshops. Whether you are attracting executives, finance, information technology, or project managers, we have a topic that will excite them.

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“The content and organization for this presentation were outstanding. I especially enjoyed the observations and solutions that Mr. Williams drew from his professional experiences.”

Patricia Myers, Attendee
Senior Instructional Designer & Project Lead
Oak Grove Technologies

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“He had our attendees engaged and discussing the topic. We were all part of the presentation. It was very refreshing to have a presenter that is animated, knowledgeable and involves the audience.”

Kate Milani, VP Programs
PMI Northeastern Wisconsin

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Todd Williams

Todd Williams

Friday, 01 January 2010 11:16

eJournal Archive

eCameron has published numerous newsletters, emagazines, and Newsletters. Following is a listing of the past volumes.

Saturday, 07 November 2015 12:22

The Executive-Project Manager Gap

It was such an innocuous question, "Working on an article; what is the biggest problem you see with project governance at orgs? Can you comment?" Can I comment? Really? That is like cheese to a mouse. Where could I start—bureaucracy, draconian process, poor executive sponsorship, disengaged leaders? Plenty of fodder, because they all lead to project failure. I fired off, "Creating an over bureaucratic morass stifling innovation & implementing process instead of cultivating leaders." Then the maelstrom started and it went directly to the gap between the executives and projects managers. Naomi Caietti, Robert Kelly and I had a great conversation. Most of the thread is below.

Thursday, 05 November 2015 14:36

November 2015 - Vision to Value eJournal

Yes. It has already been a month. There is a bit of a theme this month—Leadership. Three of our four articles talk directly about that. Speaking of leadership...

The Regional Leadership Forum is open for registration for the 2016 program. Have you checked it out? This is a great 9-month program put on my SIM (Society for Information Management) in nine regions around the United States. Top notch facilitators work with cohorts of 18-24 upcoming leaders to hone their leadership skills. It is a great program and you, or one of your team members, would find immense value in taking it. Please drop me a note, give me a call, 360-834-7361, or visit its web page.

In this month's Vision to Value eJournal we cover:

  • Three talk about leadership, and
  • Two articles are on Organization Change Management (OCM),
  • One is a snarky article about IT.

I hope you enjoy them!

Cheers,
  Todd C. Williams
  President, eCameron

Wednesday, 21 October 2015 10:36

Disband Your PMO

After nearly 30 years of project work, I struggle to understand the role of a project management office (PMO). Even though, I have written of the pros and cons, and read a plethora of articles, opinions, and how-to guides little has been done to convince me that the PMO is reducing project failure. It seems to be nothing more than a tool to fill a void in leadership? Even the acronym, which is so widely thrown around, has little meaning as the "P" has no less than four meanings. It is an executive's crutch for their lack of understanding in how projects work. These, like other, unattended holes in the corporate accountability create opportunities for new and greater bureaucracies and empires that further obfuscate accountability.

Saturday, 05 September 2015 16:30

Organization Change Management (OCM) Research

eCameron is conducting interviews on Organization Change Management (OCM). This research stemmed from other research on the role of Executive Sponsorship.

Sunday, 05 October 2014 15:20

Executive Sponsorship Research

eCameron is conducting interviews on Executive and Project Sponsorship. The interviews are based on a request from a prospective client on training courses for executive sponsors. (This request is now closed and the white paper, Challenges in Executive Sponsorship, is published.)

Saturday, 03 October 2015 08:02

October 2015 - Vision to Value eJournal

Welcome to our new eJournal with a new name, look, and feel. We hope that you like it. It brings you significantly more information on how to execute your initiatives and projects successfully. After all, being able to deploy new capabilities faster with better adoption is what makes any business leap forward. We are sure you will find material to help you do just that.

This month we cover:

  • Two case studies on major failures
  • A look into how all of us can learn from public sector projects
  • How to keep you out of court, and
  • Leadership in your projects

Cheers,
  Todd C. Williams
  President, eCameron

Wednesday, 30 September 2015 15:47

The Catch-22 of Organizational Change Management

"Kotter, ADKAR, or CAP which methodology should we be using to build our approach to improving project adoption?" I hear this question repeatedly from people trying to implement an organizational change management (OCM) program. The problem is that is the wrong question. Take a perfunctory peek at any of the models and you will see that in the quest for an answer people have mistakenly jumped over the first few steps and they head down the road of failure. It is a Catch-22; unless you already have an OCM process in place, you will most likely fail at implementing it. Putting one in place, however, is a change—one of the most difficult cultural transformations your company will undertake. As a result, people jump to the solution stage, which is well down the change management process path (which, they did not know, ironically, since there was no procedure in place).

Buy it now!

A failing project’s fate is destined long before assigning a project manager. Its doom is sealed from the time the customer envisions the idea. Traditionally, project inception is defined as when the customer comes to a solution provider (internal or external to their organization) asking for a product or service. In actuality inception is much earlier. It starts when someone says, “Wouldn’t be neat if I could...” From that point forward the customer’s exceptions are set, changed, and reset as the process of discovery refines the concept. The customer’s ideas change from what they want to what they need, while continually constrained and formed by the realities of an ever-changing business environment. Although people cite unrealistic expectations as major problem during inception, the constant change in expectations causes the real issue—misalignment. For project managers to make a significant difference in a project’s success, they must use a new paradig.

Page 3 of 32

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