B800 Web

Driving Performance and Profits in Turbulent Times with
Measures, Metrics and Analytics

OCTOBER 6-9, 2009 | CHICAGO, IL
Earn Up to 23 CPE credits
FEATURING TWELVE COMPREHENSIVE TRACKS:
Performance Management Systems | Workforce Measures and Metrics | Link Lean Six Sigma Methods to Strategy
Strategy Execution | Effectively Manage Business Intelligence | Essentials of Customer Management | Measure,
Monitor and Manage Performance | Foster a High-Performance Culture | Maximize Lean Six Sigma Tools | Improve
Performance Information and Data Quality | Incorporate Effective Business Analytics | Improve the Customer Experience

Utilize Performance Management in an Economic Downturn to Improve Operational
Efficiencies, Reduce Costs and Increase Profitability and Financial Stability

www.ThePerformanceConference.com 1

WHAT IS THE
PERFORMANCE CONFERENCE?
Business executives from across the country gather to explore the economic challenges on business
performance and the latest innovations in performance management, process improvement, customer
experience and business intelligence at the annual Performance Conference. The Performance Conference
is led by speakers from the upper echelons of performance-based companies and organizations, focused
on performance management systems, measures and metrics, employee performance and customer
experience. Join best-in-class performance management and business analytics professionals at The
Performance Conference 2009 to drive results and improve organizational performance and profitability.

Who Will Be at The Performance Conference?
TITLE
• All C-Level Executives • Vice Presidents • Managers
• Presidents • Directors • Analysts
… and anyone involved in the planning, development and management of
organizational performance.

FUNCTION
• Strategic Planning • Business Analytics • Sales/Business
• Human Resources • Finance Development
• Operations • Marketing/Research/ • Project and Program
• Information Technology Product Development Management
• Customer Management • Corporate Development

INDUSTRY
• Financial Services • Technology and • Education
• Retail/Consumer Goods Telecommunications • Automotive and
• Healthcare and • Travel, Hospitality and Transportation
Pharmaceuticals Entertainment • Energy and Utilities
• Industrial Manufacturing

Achieve Your Enterprise Objectives through Comprehensive
Performance Management

2 Follow us at twitter.com/PerformanceCon

LETTER FROM THE
CONFERENCE CHAIRS
Dear Colleague:
In today’s tough economic environment, organizations are faced with turbulent, diverse issues
– an uncertain market place, smaller and tighter budgets, low consumer confidence, downsizing,
and decreased profitability. To face theses challenges, organizations have heightened their focus on
performance management to optimize financial and operational performance.

Most organizations understand how to survive current economic conditions with budget cuts, re-evaluate
hiring initiatives, and idle innovation efforts. However, organizations must do more to stay competitive.
They must leverage new performance management systems and develop effective business intelligence
programs to improve the bottom line. Performance Management enables organizations to effectively
manage business decisions to improve operational efficiencies, cut costs, improve profitability and build
sustainability.
STAY
To help you respond to the evolving economy and to advance your organization’s performance, you
are invited to join us at The American Strategic Management Institute’s Performance Conference
CONNECTED...
2009, October 6–9, 2009 in Chicago, IL.

At this national event, increase your responsiveness to the business challenges and trends of today.
Learn how to execute strategies that align with corporate goals and drive performance across all key
Get the latest
business functions, including finance, HR, operations and more. Experts in the field will discuss updates and news
various performance management strategies and best practices in business analytics. They will
provide solutions that offer valuable information and data such as predictive indicators to increase for The Performance
sales, reduce costs, improve profitability and identify new leads for more business opportunities. Conference by:
While everyone is looking for a way to increase market advantage, a new differentiator has emerged:
customer experience. Products and services are becoming increasingly commoditized and successful
organizations realize that their customers are the key to long-term sustainability. By creating,
designing and executing memorable service excellence, you will build positive customer and employee FOLLOWING US
relationships resulting in solid revenue growth during economic hardships.
ON TWITTER:
Leaders in performance management will be on hand for The Performance Conference 2009. Join Twitter.com/
them and you will emerge with powerful lessons and tools for driving real and immediate performance PerformanceCon
improvements in your organization through measures, metric and business analytics.

I look forward to seeing you in Chicago!

JOINING THE GROUP
Best Regards, The Performance
Conference 2009
on LinkedIn
Amanda Ward Roy Barnes
Director Senior Fellow, American Strategic Management Institute
American Strategic Management Institute Former SVP, Marriot Vacation Club International
President, Blue Space Consulting


AGENDA
AT-A-GLANCE
Pre-Conference Seminars: Tuesday, October 6, 2009
8:00 Pre-Conference Seminar Registration & Continental Breakfast
9:00 SEMINAR A: SEMINAR B:
Balanced Scorecard Fundamentals: Build and Design Your Scorecard Lean Six Sigma White Belt Certification
4:00 Seminars Adjourn

Day One: Wednesday, October 7, 2009
7:30 Conference Registration, Continental Breakfast & Exhibit Hall
8:00 Welcome Address & Opening Remarks by Chairperson
8:15 KEYNOTE ADDRESS: Performance Under Pressure: Establish a Winning Performance Strategy Aligned to Business Goals in Turbulent Times
TRACK A: TRACK B: TRACK C:
Performance Management Systems Workforce Measures and Metrics Link Lean Six Sigma Methods to Strategy
9:00 Build a Corporate Performance Management Leverage Workforce Planning and Build Key Infrastructure to Successfully
Framework in Your Organization Performance with Effective Measures Deploy Your Lean Six Sigma Initiative
10:00 Networking Break & Exhibit Hall
10:30 Utilize Performance Management to Turn Restructure HR Priorities: Strategies to Reduce Streamline Business Processes for Cost
Strategy into Action Turnover and Enhance Recruitment Reduction through Lean Six Sigma
11:30 Manage for Results Using the Link HR Initiatives to Business Outcomes Integrate Design for Six Sigma to Achieve
Balanced Scorecard through Workforce Analytics Operational Excellence
12:30 Networking Luncheon & Exhibit Hall
TRACK D: TRACK E: TRACK F:
Measure, Monitor and Manage Performance Foster A High-Performance Culture Maximize Lean Six Sigma Tools
1:15 Measure What Matters: Identify the Overcome Change: Optimize and Integrate Six Sigma Methodologies
Right Measures for Corporate Align HR Towards Business Strategy in into Project Management to
Performance Management Times of Change Identify Opportunities
2:00 Monitor and Report Key Metrics for Design and Implement Competency Lean Tools: Understand Value Stream
Improved Performance, Decision-Making Models that Drive Your Succession Mapping, 5S, and Kaizen
and Transparency Planning Initiatives
2:45 Networking Break & Exhibit Hall
3:15 INTERACTIVE SESSION A: INTERACTIVE SESSION B: INTERACTIVE SESSION C:
Budget Performance: Link Business Drivers HR Dialogue: Does Outsourcing Project Performance: Implement Effective
and Balanced Scorecard to Your Budget Recruitment Make Sense in a Project Performance Strategies to Increase
Turbulent Economy Bottom-Line Results
4:30 Exhibit Hall Hours & Networking Cocktail Reception
5:30 Adjourn

Top 10 Reasons to Attend
1 MANAGE Economic
Challenges
and Trends
2 DEVISE Measures
and Metrics that
Align with Your
3 PERFECT Your
Performance
Reporting
4 DRIVE a Customer-
Centric Culture in
Your Organization
5 INCREASE Growth and
Innovation within
Your Performance
with Enhanced Organizational Goals Management System
Performance


AGENDA
CONTINUED
Day Two: Thursday, October 8, 2009
7:30 Continental Breakfast & Exhibit Hall
8:00 Opening Remarks By Chairperson
8:10 KEYNOTE ADDRESS: An Integrated Approach to Change Management and Performance Management
9:00 KEYNOTE ADDRESS: Incorporate Innovation into Your Existing Corporate Performance Management Strategy
10:00 Networking Break & Exhibits
TRACK G: TRACK H: TRACK I:
Strategy Execution Effectively Manage Business Intelligence Essentials of Customer Management
10:30 Strategy Mapping: Bridge the Gap Between Design Integrated Business Metrics to Creating Your Own Culture of Service
Strategy and Execution Maximize Performance to Ensure Buy-In, Sustainability, and
Ultimately, Results
11:30 Become a Strategy Focused Organization Dashboard Design for Immediate Impact Monitor and Leverage Customer Data
and Insight to Assess the Customer Experience and
Make Improvements
TRACK J: TRACK K: TRACK L:
Improve Performance Information and Data Quality Incorporate Effective Business Analytics Improve the Customer Experience
1:15 Build and Manage a Performance BI Performance Dashboards: Connect the Customer and Employee
Information System Measure, Monitor, and Manage Your Experience to Increase Results
Business Performance
2:00 Improve the Integrity and Reliability of Gather and Interpret Data to Understand Drive Profitability with an Effective
Performance Data Predictive Analytics and Drive Strategy Customer-Focused Online Experience
3:00 INTERACTIVE SESSION D: INTERACTIVE SESSION E: INTERACTIVE SESSION F:
Align Reporting and Information Assess Your BI Maturity: Take BI to the Use Voice of the Customer (VOC)
Management with Performance Next Level Techniques to Gain a Competitive Advantage
3:45 Chairperson’s Closing Remarks: Develop and Capitalize on a Performance Management System
4:15 Adjourn

Post-Conference Workshops: Friday, October 9, 2009
8:00 Post-Conference Workshop Registration & Continental Breakfast
9:00 WORKSHOP A: WORKSHOP B:
Lead and Organize Business Intelligence Teams: Improve Individual Run a Successful Kaizen Event: Eliminate Waste and Increase
and Team Performance Operational Efficiency
12:00 Workshops Adjourn

6
PLAN and Implement
the Value of Lean Six
Sigma
7 UNDERSTAND Business
Analytics to Drive
Strategy
8 UTILIZE Customer
Insight to Drive
Innovation
9
MEASURE and
Improve Employee
Engagement
10 DESIGN Integrated
Business Intelligence
to Maximize
Performance

Improve Profitability


SPEAKER
SPOTLIGHT

ROY A. BARNES
Senior Fellow, American Strategic Management Institute; Former SVP, Marriot Vacation Club International

Mr. Barnes is currently head of Blue Space Consulting, an Orlando-based consulting firm specializing in strategic
planning, customer experience design and change management.

Formerly Senior Vice-President for Customer Experience and Development with Marriott Vacation Club, Roy was
responsible for both global strategic management and customer vacation experience strategy for Marriott Vacation Club
International (MVCI), the leisure/vacation ownership division of Marriott International.

A twenty year veteran of the hospitality business, he has successfully led efforts both within Marriott International and
MVCI to improve operations, process management and performance accountability at all organizational levels. Co-leading
efforts at Marriott International on Sales 2000, a top to bottom restructuring of the Sales and Marketing effort as well
as leading the process re-engineering work with MVCI’s Customer Relationship Management effort, Mr. Barnes is well
acquainted with all aspects of the organizational challenges of customer focused business transformation.

Mr. Barnes graduated from Grinnell College and is a frequent guest lecturer (Cornell University, University of Maryland,
Fordham, University of Central Florida). Mr. Barnes is currently a member of the editorial board of 1to1 Magazine.

ROBERT S. GOLD
Founder and Chief Blogging Officer, Tenacious Tortoise, LLC

Robert Gold brings over thirty years of experience to his leadership of strategic and change management
consultancy Tenacious Tortoise, LLC. Previously, he was Vice President and Practice Leader with Palladium
Group’s Balanced Scorecard Collaborative. In twenty years of management consulting, Mr. Gold has advised and enabled
many dozens of leading enterprises in the disciplines of strategic management and IT effectiveness.

Mr. Gold earned his MBA at Northwestern University’s Kellogg School of Management. His articles on strategy-focused
management of information technology have appeared in Harvard Business School Publishing’s Balanced Scorecard Report
and industry publications, and his frequent blog on organizational change, strategy execution, and related topics is found at
http://tenacioustortoise.com.


SPEAKER
SPOTLIGHT
MOSHE SCHECHTER
Managing Director, Continuous Improvement, United Airlines
Moshe Schechter joined United Airlines in 1998. Prior to his current leadership role as Managing Director,
Enterprise Continuous Improvement in which he is accountable for the deployment of Lean Six Sigma across
the company (launching, training and capability building), he has supported Cargo efforts to reengineer all
warehouse processes and improve Cargo applications; Focused on new airport design (Airport of the Future) including
the development of key technology elements; Managed implementation of the Baggage Performance Improvement Plan;
Managed enterprise wide cost reduction opportunities through the development of technology roadmaps in partnership
with the business units and assisted the Operations group managing the Reliability Excellence team and deliverables. He
holds a Bachelor of Science degree in Industrial Engineering from Technion University, Israel and a Master of Business
Administration from Northwestern University’s Kellogg School of Management. Prior to joining United, Moshe was a
Naval Officer in the Israeli Military with responsibilities for Logistics and Organizational Planning, and he owned a small
personalized gifts business.

MICHELE SEYRANIAN
EVP, Strategic Planning, Key Bank
Michele Seyranian is Executive Vice President and Director of Strategic Planning for KeyCorp. In her role,
Michele partners with Key’s National Banking and Community Banking lines of business in their strategic
planning efforts. In this capacity, she is often called upon as an internal consultant to assist in the development of
specific Line of Business plans such as the Native American, Healthcare and Community Bank initiatives. Her group also
coordinates Key’s Strategic Offsites, Executive Site Visits and the development of the KeyCorp Strategic Plan presented to
its Board of Directors each July. She also oversees the implementation of Key’s Balanced Scorecard across the organization.
Under her leadership, Key was inducted into the Balanced Scorecard Hall of Fame that recognizes organizations
internationally for excellence in the execution of the Balanced Scorecard as a performance management tool.

Prior to her current role, Seyranian was responsible for the development of Key’s Consumer Electronic Commerce Strategy
that included the launch of Key’s Internet Bank and enhancements to Key.com. Since its launch, Key’s Internet Bank has
been consistently rated one of the top Internet Banking services in the nation. Under Michele’s leadership, Key became the
first bank in the nation to integrate the branch, telephone, ATM and Internet delivery systems and to launch an Internet
Banking Call Center. Prior to accepting the position in the Strategic Planning Group, Michele was asked to become a
member of the Perform, Excel and Grow team, where she focused on revenue generation and cost efficiency initiatives for
Key’s Consumer Finance businesses.

“Succinct and no-nonsense practical
examples of strategic success.”
IOANNIS MELENIKIOTIS
Director, Business Planning & Development, Alliance One International Bank


SPEAKER
SPOTLIGHT
STEWART COLLINS
Director of GuestPath®, Delaware North Companies
As director of GuestPath®, Stewart Collins manages Delaware North Companies’ continuous improvement
process. He is responsible for all strategic planning, training, communication, reporting and corrective action for
the guest relations program. Previously, Collins worked for Delaware North Companies in Yosemite National Park. Collins
can discuss guest relations, customer service and continuous improvement trends.

MICHAEL R. KANNISTO, Ph.D., S.P.H.R.
Talent Acquisition, University Relations, Employment Branding, BASF

Michael R. Kannisto currently leads the Staffing, University Relations, and Employment Branding initiatives at BASF
Corporation.

Michael received a B.S. in chemistry from Hope College, a Ph.D. in chemistry from Texas A&M University, and completed a
postdoctoral fellowship in the Materials Science and Engineering Department at the University of Michigan. Mike is a member
of the American Chemical Society, the Society for Human Resource Management, and has earned certification as a Senior
Professional in Human Resources from HRCI. He is also a certified Process Excellence Greenbelt, and is a member of the MBA
Focus Advisory Board.

Michael is a respected author, and his work can by found in publications ranging from Inorganic Chemistry and The Journal of
the American Ceramic Society to The Journal of Corporate Recruiting Leadership. He contributes regularly to the ERE Daily
electronic newsletter, and serves as an expert advisor for the Human Capital Institute’s Employer Branding learning track. He
is also the author of a book entitled: Twenty-Five Things You Can Start Doing TODAY to be More Productive, Effective, and
Happier in Your Job.

Michael currently serves as President of the New Jersey SHRM chapter of the Staffing Management Association.

MELISSA ALEXANDER
Six Sigma Black Belt, BayCare Health System

Melissa Alexander, MBA has been with BayCare Health System for over twelve years, leading many quality improvement
initiatives and project teams. In her role as a Six Sigma Black Belt, she has facilitated projects that have led to improved
productivity and efficiency, cost savings and increased revenue, as well as improved patient safety. Her desire to help the
health system grow with performance improvement initiatives has sparked a great enthusiasm in sharing her knowledge
and helping others learn more about the intricacies of quality process improvement. She has led Green Belt trainings,
executive Lean Six Sigma Methodology trainings, and assisted general team members in understanding the complexities of
process redesign and adaptation to changes in the health care arena. She is currently a Master Black Belt Candidate with
Breakthrough Management Group.


PRE-CONFERENCE
SEMINARS
Tuesday, October 6, 2009

Pre-Conference Seminars are hands-on, interactive sessions with specially designed exercises and projects that have
immediate application. With these full-day application sessions, you will enhance your training experience by establishing
a reference point of knowledge, language and methodologies for the rest of the event. These seminars will dive deep
into Balanced Scorecard, Business Analytics and Lean Six Sigma to help improve your expertise and gain knowledge of
practical tools to implement from field experts. Enrollment space is limited, so register early to reserve your place.

8:00
Pre-Conference Seminar Registration & Continental Breakfast

9:00
SEMINAR A SEMINAR B:
Balanced Scorecard Fundamentals: Build and Design Lean Six Sigma White Belt Certification
Your Scorecard Our intensive White Belt Certification program is a basic
Understanding the fundamentals of the Balanced Scorecard course allowing executives to understand the underlying
(BSC) methodology is critical to maximizing the execution concepts, methods and tools needed for Lean Six Sigma
of strategy. This workshop, including hands-on exercises, deployment. These individuals will gain a solid understanding
will help you learn how to integrate proven BSC tools and of the Lean Six Sigma methodology and how it can be applied
techniques to achieve breakthrough results. Learn the to various projects. Attendees will learn how to utilize
basics of Balanced Scorecard design and deployment, while the key tools and techniques needed for a Lean Six Sigma
gaining insights into the potential pitfalls and hurdles to deployment. Each attendee will be required to take a 30-
successful implementation. Discover the best practices minute examination at the conclusion of the course to ensure
in the latest BSC advancements to accelerate your results they have a working knowledge of the information provided.
towards a strategy-aligned organization. Completion of this After completion of the course, they will be prime candidates
workshop will help you translate BSC theory into concrete for Green Belt Training.
results for your organization. Develop a solid understanding Key Learning Objectives:
of key BSC concepts and misconceptions.
• Understand the history and background of Lean Six Sigma
• Develop a solid understanding of key BSC concepts and • Learn how to develop a project charter
misconceptions
• Evaluate the core concepts of Lean and Six Sigma
• Learn how to use established tools and templates to help
• Maximize your understanding of the Lean Six Sigma
accelerate your results
methodology (focus on DMAIC – Define, Measure,
• Discover a roadmap for the journey to developing, Analyze, Improve, Control)
deploying and cascading strategy maps and scorecards
• Learn how to identify non-value added steps in your process
• Identify key strategic goals and useful measures for
• Develop skills needed to manage the culture change
accomplishing results
• Understand how to use data properly to effectively measure,
BOB PALADINO analyze, improve and control performance
Senior Fellow, ASMI
• Evaluate Voice of the Customer (VOC) techniques
Former SVP, Crown Castle International
Founder, Bob Paladino & Associates • Examine the Cost of Poor Quality (CPQ)
• Learn key data collection strategies
4:00 • Receive basic statistics, graphical analysis and Statistical
Workshops Adjourn Process Control (SPC) training
CHARIS GROSSMAN
Six Sigma Black Belt
Senior Fellow, The Performance Institute

DAY
ONE
Wednesday, October 7, 2009

7:30
Registration, Exhibits & Continental Breakfast

8:00
Welcome Address and Opening Remarks by Chairperson
ROY BARNES
Senior Fellow, American Strategic Management Institute
Former SVP, Marriot Vacation Club International

8:15
KEYNOTE ADDRESS
Performance Under Pressure: Establish a Winning Performance Strategy Aligned to Business Goals
in Turbulent Times
As every business continues to adapt to current economic conditions, it remains important to establish an effective
performance strategy that meets organizational goals. With a clear understanding of your organization’s resources,
strengths, and potential you can create a strategy that produces results. During this keynote address, learn how to
overcome economic roadblocks and be sure every facet of your organization is working towards achieving the business’s
overall goals.

“The diversity of opinions all converged on the
same common problem: How best to drive results with
business performance management and measures? The
Performance Conference highlights different theories,
techniques and tools to establish a process-oriented
performance management system.”
FRANK FALZON
Director of Customer Business Planning & Analysis
MasterCard International Incorporated


TRACK
OVERVIEWS
TRACK A: PERFORMANCE MANAGEMENT SYSTEMS
What does your organization want from its performance management system? What do your employees want from it?
Continuous studies show that organizations typically want to use performance management to improve organizational
results, stay focused on strategic priorities, shift focus when needed during times of rapid change and provide a
culture that will attract and develop employees. What do employees want? They want a good relationship with their leaders,
meaningful work, opportunities for growth and advancement and a clear understanding of work objectives. Simple, right?
Wrong! Implementing, managing and utilizing a performance management system is no easy task, but it is certainly attainable
and organizations quickly see endless rewards in successful implementation. These sessions will offer best practices and
techniques to effectively utilize and implement a performance management system within your organization.

TRACK B: WORKFORCE MEASURES AND METRICS
Employee improvement thrives when there is a clear line of sight between activities and enterprise-wide goals and
strategies. As leaders, it is our job to create an environment where employees can learn to do what they do best and then
show them the process of maximizing that talent in the organization. By developing an effective talent management system
and productive succession plan, your organization’s productivity and performance potential can grow exponentially.
Learn best practices to achieve a “line-of-sight” between employees and organizational goals and strategies, evaluate
performance-based pay and design and implement employee performance incentives.

TRACK C: LINK LEAN SIX SIGMA METHODS TO STRATEGY
Process improvement is a necessity for any high-performing organization. Organizations that don’t strategically
think about how to operate “better, faster, cheaper” often experience a decline in customer satisfaction, process speed and
process quality. All high-performing organizations around the country are constantly trying to figure out ways to improve
the quality of their work all while speeding up the process and positively affecting the bottom line. Develop process
improvement best practices and benchmarks to improve your company’s processes today.

TRACK D: MEASURE, MONITOR AND MANAGE PERFORMANCE
Executives and managers continually struggle with finding the “right measures” that will produce higher levels
of growth and performance. Most measures focus on identifying the results that increase shareholder value. But
continual research shows that this has little value if they are not translated into variables that drive these results. This
transforms the traditional work of creating a balanced scorecard to one that builds an integrated framework of key
“value-creating performance indicators.” These sessions will dive into the intricacies facing executives and managers
struggling to manage and innovate and transform organizational performance.

TRACK E: FOSTER AND PROMOTE A PERFORMANCE CULTURE
It may not be easily defined or quantified, but an organization’s culture is the key to its success or failure.
High-performing organizations bring together leadership issues that define their unique character and rally
people around a deeper sense of purpose. These strategies are made tangible through the strong implementation
of management processes and systems that translate ideals into action. These sessions will offer a deeper look into
what a high-performance culture looks like, how it is established and how to maintain it.

TRACK F: MAXIMIZE LEAN SIX SIGMA TOOLS
Process improvement is a necessity for any high-performing organization. Organizations that don’t strategically
think about how to operate “better, faster, cheaper” often experience a decline in customer satisfaction, process speed
and process quality. All high-performing organizations around the country are constantly trying to figure out ways
to improve the quality of their work all while speeding up the process and positively affecting the bottom line. Develop
process improvement best practices and benchmarks to improve your company’s processes today.


DAY ONE
CONTINUED
CHOOSE TRACK A, B, C, D, E OR F:

9:00
TRACK A: PERFORMANCE MANAGEMENT SYSTEMS TRACK B: WORKFORCE MEASURES AND METRICS TRACK C: LINK LEAN SIX SIGMA METHODS TO STRATEGY
Build a Corporate Performance Leverage Workforce Build Key Infrastructure to
Management Framework in Planning and Performance Successfully Deploy Your Lean Six
Your Organization with Effective Measures Sigma Initiative
• Leverage existing systems • Identify best practices in HR • Lay the foundation for a
and infrastructure to align metrics and analytics to maximize successful and effective Lean Six
performance objectives with your organization’s ROI Sigma initiative
corporate strategy • Understand the potential • Examine the resources and
• Achieve higher levels of efficiency of human capital to achieve requirements for deploying Lean
through effective reporting cycles organizational missions and goals Six Sigma and how to align those
and communication • Reduce costs and improve resources to your mission and end-
• Gain a greater understanding satisfaction throughout all of outcome goals
of current performance levels your HR functions • Identify key tools used to
and devise a roadmap for the ROBERT S. GOLD accomplish organizational
journey ahead Founder objectives through process
BOB PALADINO Tenacious Tortoise, LLC improvement projects
Senior Fellow, ASMI MOSHE SCHECHTER
Former SVP, Crown Castle International Managing Director, Continuous
Founder, Bob Paladino & Associates Improvement, United Airlines

10:00
Networking Break & Exhibit Hall

10:30
Utilize Performance Management Restructure HR Priorities: Streamline Business Processes
to Turn Strategy into Action Ten Ways Recruiting Has for Cost Reduction though Lean
• Create and communicate a strong Changed Forever Six Sigma
focus on strategic priorities to • Identify ways the recent economic • Standardize and streamline
boost productivity and achieve meltdown has rendered many of business processes within your
organizational goals your recruiting activities useless organization to reduce costs and
• Gain a better understanding of • Learn how to reconfigure your efficient delivery of services
the flow of processes to pinpoint recruitment process to respond to • Cover proven Lean Six Sigma
roadblocks and oversights the new talent economy strategies that generate a reduction
• Learn how to implement • Succeed in this new market by in cycle time, while increasing
a successful performance turning these recent changes into quality and dramatically
management strategy that competitive advantages improving cost savings
transcends all levels of • Eliminate waste to streamline and
MICHAEL KANNISTO
the organization accelerate end-to-end business
Talent Acquisition, University
MICHELE SEYRANIAN Relations, Employment Branding process execution
EVP, Strategic Planning BASF MOSHE SCHECHTER
Key Bank Managing Director, Continuous
Improvement, United Airlines


DAY ONE
CONTINUED

11:30
Manage for Results Using the Link HR Initiatives to Integrate Design for Six
Balanced Scorecard Business Outcomes through Sigma (DFSS) to Achieve
• Supervise the overall function of Workforce Analytics Operational Excellence
the BSC to guarantee strategic • Identify top performers and • Transform from a DMAIC system
success and execution high potentials based on to DFLSS to improve quality and
• Manage the BSC as an relevant metrics decrease variation
effective tool used to carry out • Measure leadership depth • Implement a DFLSS framework
planned processes to achieve and breadth with tools and techniques required
long term goals • Drive talent management to increase value to your business
• Track and monitor the progress decisions throughout the and customers
seen as a result of implementing organization • Overcome barriers to Lean Six
the BSC Sigma implementation and engage
MICHAEL KANNISTO
BOB PALADINO Talent Acquisition, University project leaders for ensuring
Senior Fellow, ASMI Relations, Employment Branding enhanced results
Former SVP, Crown Castle International BASF MELISSA ALEXANDER
Founder, Bob Paladino & Associates Six Sigma Black Belt
BayCare Health System
12:30
Networking Luncheon & Exhibit Hall

1:15
TRACK D: MEASURE, MONITOR AND TRACK E: FOSTER A HIGH-PERFORMANCE CULTURE TRACK F: MAXIMIZE LEAN SIX SIGMA TOOLS
MANAGE PERFORMANCE Overcome Change: Optimize and Integrate Six Sigma Methodologies
Measure What Matters: Identify Align HR towards Business Strategy into Project Management to
the Right Measures for Corporate in Times of Change Identify Opportunities
Performance Management • Learn to discover what motivates • Combine project management with six
• Select a set of measures that highlights your employees sigma practices to enhance results and
the information necessary for informed • Identify innovative, uncommon streamline business processes
decision making compensation methods and • Integrate Lean Six Sigma and project
• Develop metrics allowing employees performance metrics to motive management to strengthen your
to link their activities and outputs to employees organizational strategy
overall corporate objectives and goals • Create non-monetary benefits that • Apply measurement tools to evaluate
• Define the link between corporate attract and retain employees how the project met or missed the
goals and major operational service objectives
JOSH STALKER
perspectives
Strategu Management Senior Manager ANGI JENNINGS
JEAN NITCHALS Lockheed Martin Health Management Engineer
Former Senior Financial Analyst, Best Buy Adventist Health System
Senior Fellow, ASMI


DAY ONE
CONTINUED

2:00
TRACK D: MEASURE, MONITOR AND TRACK E: FOSTER AND PROMOTE A TRACK F: MAXIMIZE LEAN SIX SIGMA TOOLS
MANAGE PERFORMANCE PERFORMANCE CULTURE Lean Tools: Understand Value
Monitor and Report Key Design and Implement Stream Mapping, 5S and Kaizen
Metrics for Improved Competency Models that • Understand the key tools
Performance, Decision-Making Drive Your Succession and techniques of value
and Transparency Planning Initiatives stream mapping
• Understand how KPIs can help • Build a strong talent management • Learn the principles of 5S as an
identify strengths and weaknesses and development strategy in your approach to standardizing and
in organizational performance company to guarantee efficient improving the quality of the
• Utilize effective KPIs for more succession among leaders physical condition of the shop
informed decision making • Assist managers in choosing the floor and front office areas
• Generate your KPIs into right developmental tools • Evaluate best practices and lessons
organizational results and • Recognize and align top talent learned in running Kaizen events
effectively communicate them in order to develop skill sets that MELISSA ALEXANDER
across the organization meet relevant business challenges Six Sigma Black Belt
DAN THORPE KATHY BROOKS BayCare Health System
Senior Vice President and Group Leader Vice President of Human Resources and
Wachovia Organizational Development
Green Mountain Coffee

2:45

“Great speakers, great
presentation—I wish my
colleagues had been here too!”
TRACY MCGURRAN
VP of Client Services, Insurance Technologies


DAY ONE
CONTINUED
3:15
INTERACTIVE SESSIONS
These sessions of experienced professionals will discuss and address issues faced in today’s
competitive environment. The interactive sessions will expand analytical thinking to
discover innovative methods to overcome challenges and capitalize on opportunities.

INTERACTIVE SESSION A: INTERACTIVE SESSION B: INTERACTIVE SESSION C:
Budget Performance: HR Dialogue: Does Outsourcing Project Performance:
The Role of Key Business Drivers Recruitment Make Sense in a Implement Effective Project
in the Budgeting Process Turbulent Economy Performance Strategies to
With the right tools, key business You already know how to guide your Increase Bottom-Line Results
drivers such as market conditions, company in order to thrive in the An organization’s success is dependent
performance measurements, current landscape – drive revenue, on the strength and focus of its
customer demographics and sharpen your competitive edge, projects. When companies lose
marketing activities can be tracked to and reinvest in your key players. valuable time and resources reworking
help uncover budgeting trends and to But achieving these goals requires a projects, missing deadlines and shifting
recognize what to look for. relentless focus on the strategic end focus, organizational merit folds in on
• Define and test linkages of of your business, and day-to-day HR itself, turning possible triumphs into
drivers to measure financial and challenges threaten to eat up both eventual failures.
business performance time and money.
• Understand the value of
• Explore measurements and • Evaluating the current market and learning best practices in project
metrics for various business the changing nature of business management
factors that can be incorporated and the HR function • Define project success criteria to
into your forecasting • Understand the key indicators that increase business value
• Understand business driver cause- tell you if outsourcing your HR • Improve project performance
and-effect relationships department is wrong for you and align strategic initiatives
BOB PALADINO • Develop a business plan to gain through innovations in project
Senior Fellow, ASMI leadership support and buy-in for management methodologies
Former SVP, Crown Castle International your outsourcing plan
Founder, Bob Paladino & Associates

4:30
Exhibit Hall Hours & Networking Cocktail Reception
Discover the latest performance-based technology that is valued by high-performing
organizations. Envision the endless possibilities for your company when you utilize these
tools to satisfy all performance-related needs.
Following directly after the exhibit hours, please join us for a complimentary networking
reception as a way to get to know your colleagues and speakers. You will have the opportunity
to exchange ideas with your fellow delegates and establish beneficial professional relationships.

5:30
Adjourn


DAY
TWO
Thursday, October 8, 2009
7:30
Continental Breakfast & Exhibits

8:00
Opening Remarks by Chairperson
ROY BARNES

8:10
KEYNOTE ADDRESS
An Integrated Approach to Change Management and Performance Management
The road to organizational high performance has hard challenges and as uncertain times come upon organizations,
leaders are faced with new, complex and daunting issues that are different from those of the past. Leadership skills and
organizational strategies require flexibility and change. In this session, you will learn invaluable tools and techniques to
embrace transformation and to incorporate change management into your performance management system. Consider
how clean conceptual contexts can help make strategic execution a core competency in your business.
ROY BARNES

9:00
KEYNOTE ADDRESS
Incorporate Innovation into Your Existing Corporate Performance Management Strategy
High performing organizations are achieving sustainability and redefining business success through a continuous process
of innovation. With new innovative ideas arising everyday throughout organizations, leaders must take chances and make
brave decisions. In this keynote address, you will learn to:
• Create a competitive advantage and drive sustainability growth through innovation
• Incorporate innovation into your existing corporate strategy
• Assess the ROI of Innovation for employees, communities and stakeholders

10:00


TRACK
OVERVIEWS
TRACK G: STRATEGY EXECUTION
Formulating strategy is one thing. Executing strategy throughout the entire organization…that’s the really hard part.
Without effective execution, no business strategy can succeed. Unfortunately, most managers know far more about
developing strategy than about executing it—and overcoming the difficult political and organizational obstacles that
stand in their way. Organizations that excel at strategy execution know how to create sustainable value for customers
and shareholders through defining key organizational capabilities and applying a balanced approach to business systems.

TRACK H: EFFECTIVELY MANAGE BUSINESS INTELLIGENCE
Business Intelligence (BI) focuses on the use of information to drive effective business actions. Capturing,
organizing and communicating the key business requirements for your BI program requires an approach that aligns
your company’s business strategy and objectives with the technical infrastructure to deliver the right management
information to the right people at the right time. Learn how to use BI to execute strategy, optimize business
processes and improve performance.

TRACK I: ESSENTIALS OF CUSTOMER MANAGEMENT
Most senior business leaders agree that differentiating your product solely on the traditional physical elements of price,
delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged, and that is the
purposeful management of your customer’s experiences. Creating memorable customer experiences can improve
customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and
value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design
and execute memorable customer experiences to build positive customer relationships that result in revenue growth.

TRACK J: IMPROVE PERFORMANCE INFORMATION AND DATA QUALITY
Your organization’s leadership team has put together a stellar strategy for success, with all the right measures in
place to gauge overall performance, has communicated it to all levels and set all employees up with expectations
of flawless execution. So…is your strategy working? What are your measures telling you? Performance data
provides information, but it does not always tell the story of why and how a certain performance result has been
produced. Large, growing organizations often find themselves asking this very question and not having the
answer. Successfully reporting performance helps organizations further communicate their strategy, manage
individual and overall performance and provide feedback that allows for better decision-making and for employees
to act with confidence.

TRACK K: INCORPORATE EFFECTIVE BUSINESS ANALYTICS
Business analytics is at the forefront of BI and focuses on the effective use of data and information to drive
positive business actions. It is through analytics that business managers and analysts achieve the insights
that lead to informed and innovative business decisions. Yet analytics is a complex field that involves many
disciplines ranging from statistics to data visualization. Understand the concepts of business metrics and the
use of dashboards, scorecards and data mining, and learn how companies are using analytics and data as a predictive
indicator to improve profitability and reduce costs.

TRACK L: IMPROVE THE CUSTOMER EXPERIENCE
Most senior business leaders agree that differentiating your product solely on the traditional physical elements of
price, delivery or even quality is no longer a sustainable business strategy. A new differentiator has emerged, and that
is the purposeful management of your customer experiences. Creating memorable customer experiences can improve
customer loyalty, satisfaction and your market position. However, many companies fail to recognize the importance and
value in purposefully enhancing each step of the customer experience with their company. Learn how to create, design and
execute memorable customer experiences to build positive customer relationships that result in revenue growth.


DAY TWO
CONTINUED
CHOOSE TRACK G, H, I, J, K OR L:

10:30
TRACK G: STRATEGY EXECUTION TRACK H: EFFECTIVELY MANAGE TRACK I: ESSENTIALS OF CUSTOMER MANAGEMENT
Strategy Mapping: Bridge BUSINESS INTELLIGENCE Create Your Own Culture of
the Gap between Strategy Design Integrated Business Service to Ensure Buy-In,
and Execution Metrics to Maximize Sustainability, and
• Align organizational objectives
Performance Ultimately, Results
through mapping to accomplish • Determine the right metrics • Learn the whys (and hows) of
effective strategic planning to measure and ways to keep building your model organically
• Identify key strategic goals them current in a continuously
• Find out how detailed evaluation
and useful measures for changing business environment
and analysis identifies gaps in
accomplishing results • Learn techniques to ensure performance and areas of strength
• Guide users through the process cohesion, assure consistency and
• Understand the relationship
of developing strategic initiatives avoid conflict among metrics
between feedback, metrics,
and measures • Learn where to start and how analysis and improved
much will it cost business performance
LENE MOCK
Vice President STEWART COLLINS
Enterprise Business Process Group Global Director of GuestPath
SunTrust Bank Delaware North Companies

11:30
TRACK G: STRATEGY EXECUTION TRACK H: EFFECTIVELY MANAGE TRACK I: ESSENTIALS OF CUSTOMER MANAGEMENT
Become a Strategy-Focused BUSINESS INTELLIGENCE Monitor and Leverage
Organization BI Dashboard Design for Customer Data to Assess
• Learn the necessary steps involved
Immediate Impact and Insight Customer Experience and Make
in creating a strategy that increases • Recognize and avoid the common Improvements
the opportunity for success of a pitfalls in dashboard design
• Gather and gain valuable customer
strategy-focused organization • Match your strategy and feedback and data to create more
• Identify ways to improve performance goals to the metrics value for your customer
organizational strategy in your dashboard
• Discover new approaches for
formulation, execution, alignment • Arrange data to communicate listening to the Voice of the
and communication clearly, effectively and efficiently Customer to identify areas of
• Discover how to drive a ROBERT S. GOLD improvement
performance culture to ensure the Founder • Collect and analyze data
success of key strategic initiatives Tenacious Tortoise, LLC to differentiate from client
BILL BARBERG satisfaction to client loyalty
President and Founder LAURA DESOTO
Insightformation SVP Strategic Initiatives
Experian

12:30
Networking Luncheon & Exhibit Hall


DAY TWO
CONTINUED

1:15
TRACK J: IMPROVE PERFORMANCE INFORMATION TRACK K: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK L: IMPROVE THE CUSTOMER EXPERIENCE
AND DATA QUALITY BI Performance Dashboards: Connect the Customer and
Build and Manage a Performance Measure, Monitor and Manage Employee Experience to
Information System Your Business Performance Increase Results
• Understand and gain • Evaluate your company’s • Discover the link between
methodologies, tools and a organizational and technical employee engagement and
framework for developing readiness to undertake a successful customer experience
an enterprise architecture performance dashboard project • Apply practical techniques to
performance model
• Create effective KPIs that change create a work environment where
• Select leading and lagging indicators organizational behavior and employees want to give their best
and measures that provide insightful, improve performance for customers
actionable analysis
• Integrate existing performance • Discuss the ROI and impact
• Implement a success-oriented dashboards and metrics using a of your front-line staff on your
measurement and reporting top-down or bottom-up approach bottom line
program
NANCY WILLIAMS NEDRA SADORF
VP of Business Intelligence and Chief Operating Officer
Data Warehousing, DecisionPath Hunter Business Group

2:00
TRACK J: IMPROVE PERFORMANCE INFORMATION AND TRACK K: INCORPORATE EFFECTIVE BUSINESS ANALYTICS TRACK L: IMPROVE THE CUSTOMER EXPERIENCE
DATA QUALITY Gather and Interpret Data to Drive Profitability with an
Improve the Integrity and Understand Predictive Analytics to Effective Customer-Focused
Reliability of Performance Data Drive Strategy Online Experience
• Develop benchmarks based on • Understand the basic principles and • Leverage Web 2.0 to sustain
acceptable and accurate data terminology for predictive analytics long term business value and
requirements • Learn how to define business customer loyalty
• Implement strategies that ensure objectives for a predictive • Align the online customer experience
high quality data is created and used analytics model with brand to drive customer growth
to evaluate performance • Use data as a predictive indicator and business profitability
• Learn how to identify and combat to leverage your strategic objectives • Cultivate and drive innovation from
inefficiencies that compromise and improve profitability, reduce customer feedback and insight with
data integrity costs and market more effectively online tools
DAN THORPE KURT HOFMEISTER
Senior Vice President and Group Leader President
Wachovia The TOTAL QUALITY Group, Inc.

2:45


DAY TWO
CONTINUED
3:00
INTERACTIVE SESSIONS These sessions of experienced professionals will discuss and address issues faced in
today’s competitive environment. The interactive sessions will expand analytical thinking to discover innovative
methods to overcome challenges and capitalize on opportunities.
INTERACTIVE SESSION D: INTERACTIVE SESSION E: INTERACTIVE SESSION F:
Align Reporting and Information Assess Your BI Maturity: Take BI Use Voice of the Customer
Management with Performance to the Next Level Techniques to Gain a
Without accurate performance Today, the role of BI has shifted and Competitive Edge
reporting, there can be no is an integral part of any business Now more than ever, it’s important
clear measure of organizational and it is no secret that organizations for organizations to constantly keep
development and success. The look to BI to increase bottom-line their customer’s needs in mind and
alignment of reporting, and the results. In this session, learn to better understand how services and
management of those information assess your BI program and identify products bring value to customers.
systems that gather data, are essential growth opportunities to take your With spending on the decline, every
for informed decision making and program to the next level. organization needs to offer a product
performance evaluation. • Understand the value of a maturity or service that stands out amongst
• Understand how to utilize data model for selling the rest. By harnessing Voice of the
systems to report performance for BI projects Customer (VOC) techniques your
improved decision making • Identify the five stages of company can ensure the purchaser is
• Identify standards for performance data warehousing and
analytical maturity getting exactly what they want.
measurement metrics and
variations among performance • Provide stakeholders insight from • Uncover methods to define and
measurement systems to obtain consistent, unified data delivery and understand customers priorities and
accurate information analytical architecture focus improvement efforts in order to
• Learn how to overcome organizational stand out amongst the competition
NANCY WILLIAMS • Create higher levels of customer
barriers that delay reporting processes
VP of Business Intelligence and satisfaction by educating your
BILL BARBERG Data Warehousing business on Lean Six Sigma VOC
President and Founder DecisionPath principles and tools
Insightformation • Capture customer feedback to effectively
provide the best-in-class quality product
or service that surpasses the competition

4:00 KURT HOFMEISTER
President
CHAIRPERSON’S CLOSING REMARKS The TOTAL QUALITY Group, Inc.
Develop and Capitalize on a Performance Management System
This closing session will deliver the final words on performance management. Throughout the conference, many topics
have been discussed. Theories have been formulated to support performance management. Measures and metrics have
been mapped for enhanced management flexibility along with many other performance topics. This session will show
in detail what these performance strategies did for organizations to prove that the effort to implement a performance
management system is truly worth the capital and dedication from employees.
ROY BARNES

4:15
Conference Adjourns

POST-CONFERENCE
WORKSHOPS
Friday, October 9, 2009
Post-Conference Workshops are practical, supplementary application sessions which incorporate and review
tools, techniques and methods presented during the event. Participants will obtain a further understanding
of how to use newly acquired tools and cutting-edge strategies to improve performance. Through group
exercises and scenario-based learning, you’ll walk away with the expertise and resources needed for
immediate and practical application. Enrollment space is limited, so register today to reserve your place.

8:00
Post-Conference Workshop Registration & Continental Breakfast

9:00
WORKSHOP A WORKSHOP B
Lead and Organize Business Intelligence Teams: Run a Successful Kaizen Event: Eliminate Waste to
Improving Individual and Team Performance Increase Operational Efficiency
Business Intelligence projects struggle with a variety of Eliminating waste is a necessity for any high performing
issues that chronically inhibit success. Some of these issues organization and especially in today’s economy.
are technical—many are not. At the core of these issues Organizations that don’t strategically think about how
are cultural and people challenges. Is your team struggling to operate “better, faster, cheaper” often experience a
with change, unclear roles and responsibilities or an decline in customer satisfaction, process speed and process
unpredictable culture? Has your organization learned how quality. By implementing Lean tools and eliminating waste,
to focus on results, create a productive environment, and individuals, departments and organizations can run more
partner with your business customers? Regardless of your effectively and efficiently.
position, this workshop will provide you with practical tips During this 90 minute online training, the American
and techniques for leading your team through these issues. Strategic Management Institute will discuss how to
• Develop a framework for analyzing individual and team use Kaizen to achieve immediate results and rapid
performance improvements for improved process efficiency.
• Identify ways to improve cross-functional collaboration You will Learn to:
• Support improved business performance with cohesive • Understand the tools and techniques of executing
Business Intelligence teams Kaizen events
JONATHAN GREENBERG • Evaluate best practices and lessons learned in running
Business Intelligence Manager, IT Kaizen events
BMW North America, LLC • Identify the processes utilized in designing and
managing kaizen events
• Seek innovative ideas for improving processes and
retaining a competitive edge
• Discuss how Kaizen practices can become cost effective
and enhance the productivity
MELISSA ALEXANDER
Six Sigma Black Belt
BayCare Health System
12:00
Workshops Adjourn


THE PERFORMANCE CONFERENCE
EXPO 2009 Showcasing the Latest Management Innovations
Don’t Miss The Performance
Conference Expo 2009

NETWORK
with industry leaders and your peers - Step
away from the classroom and meet fellow
executives from across the nation. Witness
first hand the benefits they’ve received
Bring RESULTS Back to Your Company from implementing the solutions provided
Moving from paperwork to an institutionalized method of at the Expo.
performance-based management requires executives to have access to
the most cutting-edge performance planning and budgeting solutions RECEIVE
available in today’s market. At the request of conference attendees the latest product and solution offerings
seeking leading solutions providers for their growing management - Be a part of the most up-to-date
challenges, The American Strategic Management Institute has teamed demonstrations and learn from key
with leaders in the performance management industry to bring you The solution providers available at the Expo
Performance Expo 2009.
Curious about What Performance-Based Methodologies and
MEET
with leading industry solutions providers
Solutions Your Competition is Using?
- Reserve a time to meet one-on-one with
Network with your peers at The Performance Conference Expo 2009 Performance Conference 2009 sponsors
and learn directly from top corporate leaders what performance to receive demos and learn how their
management solutions they consider “best-in-class.” The Performance solutions can help your organization
Expo 2009 will showcase the latest solutions available for your business. plan, budget, measure, and manage more
Be the first to know. effectively and efficiently

Expect to Meet Product and Solutions Providers Ready DEMONSTRATE
results to your key stakeholders - Show
to Exceed Management Challenges results to shareholders with the most
Within the theme “Measures, Metrics and Management Systems recent measurement capabilities and
to Improve Organizational Performance and Profitability,” the performance management solutions
Performance Conference 2009 will attract a focused group of solution hand-picked by the American Strategic
providers in: Management Institute
• Performance Management
• Financial Performance and Reporting
EXPO HALL HOURS:
• Business Intelligence and Analytics
• Process Improvement October 7, 2009: 7:30AM – 6:00PM
• Budgeting and Forecasting Performance October 8, 2009: 7:30AM – 6:00PM
• Employee Performance and Talent Management

Become a Sponsor!
To learn more about becoming a sponsor contact Blake Humble at Humble@ManagementWeb.org or 858-866-9352.


In-House Training LOGISTICS &
One of the more popular vehicles for accessing the American
Strategic Management Institute’s educational offerings is the
delivery of on-site trainings and management facilitations. Bring-
ing a training or facilitation in-house gives you the opportunity
REGISTRATION
to customize a program that addresses your exact challenges and
provides a more personal learning experience, while virtually Venue and Hotel:
eliminating travel expenses. Whether you require training for The Performance Conference 2009 will be held at The Hilton Suites
your department or for an organization-wide initiative, the ad- Chicago, Magnificent Mile, where a limited number of rooms
vanced learning methods employed by the Institute will create an have been reserved at the discounted rate of $189 until Saturday,
intimate training atmosphere that maximizes knowledge transfer September 5, 2009. Please contact the hotel at the number provided
to enhance the talent within your organization. below to make reservations and be sure to use the group code
American Strategic Management Institute to receive the American
CUSTOMIZATION Strategic Management Institute (ASMI) discounted conference rate.
We realize that not all obstacles can be overcome by applying The Hilton Suites Chicago, Magnificent Mile
an “off-the-shelf solution”. While many training providers 198 East Delaware Place
will offer you some variation of their standard training, the Chicago, Il 60611
American Strategic Management Institute’s subject matter 312-664-1100
experts will work with you and your team to examine your www.chicagomagnificentmile.hilton.com
programs and determine your exact areas of need. The
Hotel Rate: $189
identification of real life examples will create a learning
Call in code: American Strategic Management Institute
atmosphere that resonates with participants while at the same
time providing immediate return on your training investment.
Using interactive exercises that employ actual projects or
scenarios from your organization, instructors can address
specific challenges and align the curriculum of each session
to your objectives. While the majority of on-site trainings
are focused on smaller groups, the American Strategic
Management Institute also has the ability to accommodate
organizational-wide training initiatives. Utilizing multiple
instructors, The Institute has the capacity to deliver courses to
groups of up to 300 participants per day.

AREAS OF EXPERTISE
On-site delivery of single courses, certification programs and
entire packages of specialized courses are available in the
following areas:
• Strategic Planning
• Performance Measurement
• Project Management
• Lean Six Sigma
• Workforce Management
• Budgeting and Forecasting
• Performance-Based Contracting
• Performance Reporting
• Program Evaluation
• Administrative Management
• Change Management
• Balanced Scorecard

For more information about in-house training options available to
you, please contact Jennifer Mueller at 202-739-9619 or email her at
Jennifer.Mueller@PerformanceInstitute.org


LOGISTICS &
REGISTRATION
Tuition:
The tuition rates for attending The Performance Conference 2009 are: Registration Form for
Early Bird Rate* Regular Tuition The Performance Conference 2009
Conference Only $1699 $1799 To Register:
Pre-Conference Seminar --- $499 CALL 877-992-9522;
Post-Conference Workshop --- $299 FAX this Form to: 866-234-0680 or
* For the Early Bird Rate, Register by Monday, August 7, 2009 and VISIT www.ThePerformanceConference.com
use discount code EBDC.
Yes! Register me for The Performance Conference 2009
Group Discounts: Yes! Register me for the Conference plus a Seminar
choose one: A B C
For more information on group discounts for The Performance
Conference 2009, please contact Paul Rogers at 858-866-9386 or Yes! Register me for the Conference plus a Post-Conference
email him at PRogers@ManagementWeb.org. Workshop choose one: A B C
Please call me. I am interested in a special Group Discount
CPE Credits: for my team
DELIVERY METHOD: Group-live
PROGRAM LEVEL: Beginner Name
PREREQUISITES: None
ADVANCED PREPARATION: None
Title
CPE CREDITS: 14 for conference, 6 for pre-conference seminars, 3 for
post-conference workshops
The American Strategic Management Institute (ASMI) is registered with the National Association of Organization Dept.
State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National
Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual
courses for CPE credit. Complaints regarding sponsors may be addressed to the National Registry of CPE
Sponsors, 150 Fourth Avenue North, Nashville, TN 37219-2417. Website: www.nasba.org. Address

Cancellation Policy
City State Zip
For live events: ASMI will provide a full refund less $399 administration fee for cancellations four weeks before
the event. If cancellation occurs within two weeks prior to conference start date, no refund will be issued.
Registrants who fail to attend and do not cancel prior to the event will be charged the entire registration fee.
All the cancellation requests need to be made online. Your confirmation email contains links to modify Telephone Fax
or cancel registrations. Please note that the cancellation is not final until you receive a written confirmation.
Payment must be secured prior to the conference. If payment is not received by the conference start date, a
method of payment must be presented at the time of registration in order to guarantee your participation Email
at the event.

Quality Assurance Method of Payment:
ASMI strives to provide you with the most productive and effective educational experience possible.
If after completing the course you feel there is some way we can improve, please write your comments Check Purchase Order/Training Form
on the evaluation form provided upon your arrival. Should you feel dissatisfied with your learning Credit Card
experience and wish to request a credit or refund, please submit it in writing no later than 10 business
days after the end of the training to: ASMI Corporate Headquarters, Quality Assurance, 805 15th Street,
NW, 3rd Floor, Washington, DC 20005
Card Number
Note: As speakers are confirmed six months before the event, some speaker changes or topic changes
may occur in the program. ASMI is not responsible for speaker changes, but will work to ensure a
comparable speaker is located to participate in the program.
If for any reason ASMI decides to cancel this conference, ASMI accepts no responsibility for covering Exp. Date 3 Digit Card verification # Billing Zip
airfare, hotel or other costs incurred by registrants, including delegates, sponsors and guests.

Discounts
Name on Card
• All ‘Early Bird’ Discounts must require payment at time of registration and before the cut-off date in
order to receive any discount.
• Any discounts offered whether by ASMI (including team discounts) must also require payment at the
Please make checks payable to: The Performance Institute
time of registration.
• All discount offers cannot be combined with any other offer. Priority Code: B800-WEB
• Discounts cannot be applied retroactively


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