Atocrates – Origins

Pulling Together To Deliver Worthwhile Solutions Since 1989™

foundersAtocrates was established in October of 1989 and is now based in the Greater Toronto Area (Ajax), Ontario, Canada with senior associates in Calgary, Halifax, Montreal, Ottawa, and Detroit-Windsor, with international affiliates in The Netherlands, America, and Australia.

Atocrates, Inc. was founded by Trijntje (Tena) Ashby Hofstede and Dr. WGM (Bud) Lush, two individuals with extensive experience in organizational performance, project analysis, engineering / management consulting and training. The mentoring from founding chairman, USC’s Dr. Linn C. Stuckenbruck (Chair of Systems Engineering & Management and PMI Fellow), combined with their collective hard work, perseverance and the contributions of an every expanding and loyal team pulling together have enabled Atocrates to consistently deliver worthwhile solutions and training services to customers in the business, industry, government  and community project environments. Today we specialize in Advising & Consulting, Coaching & Mentoring, and simulation / experiential based Education & Training for industry and government. Our programs are in compliance with the standards of PMI®, IEEE®, INCOSE®, SCRUM ALLIANCE®, and IIBA®, the HOFSTEDE® Organizational Culture, DENISON® Culture Model, JUNGIAN® psychological / personality evaluators, as well as the PETRIDES / TEIQ®emotional intelligence assessment.  We offer our programs through a network of top tier universities and colleges across Canada, the United States, Europe and the MENA, delivered by a very talented and dedicated team of professionals focused on five major disciplines …

  • Organizational Culture & Performance,
  • Portfolio, Program & Project Management,
  • Agile / Scrum® Methodologies
  • Systems Engineering, and
  • Business Analysis

 

Our Standards and Guidelines:

 


Toronto:

T: 289-660-2707 … W: info@atocrates.com

  • Corporate Business, Contracts & Scheduling: Chief Executive Officer – Tena Lush Hofstede
  • Global Compliance, Product Design & Development: Technical Director – Dr. Bud MacAulay Lush

Our Motto:

“To be the most worthwhile consulting and learning experience for everyone we serve”


NOTICE: PMI, CAPM, PMP, PgMP, PfMP, PMI-SP, PMI-RMP, PMI-ACP, PMI-PBA, and PMBOK are registered marks of the Project Management Institute. INCOSE, ASEP, CSEP, and ESEP are registered marks of the International Council on Systems Engineering. CSM is a registered mark of the Scrum Alliance. CBP is a registered mark of the Cryptocurrency Certification Consortium (C4). IIBA, CCBA and CBAP are registered marks of the International Institute for Business Analysis.

The Atocrates Vision and Mission

Our Vision: To be the consulting & training company of choice for project professionals in both private and public sector organizations, who wish to learn to resolve project related issues. We continuously build on the innovation and creativity of our core team, associates and partners, as the premiere provider of project management, business analysis, systems engineering, and organizational dynamics consulting and training in Canada.

Our Mission: Atocrates is committed to providing best-in-class project education and training programs that are in compliance with the Project Management Institute’s Project Management Body of Knowledge: PMBOK® Guide; the International Institute for Business Analysts’ Business Analysis Body of Knowledge: BABOK® Guide; and the International Council on Systems Engineering’s Systems Engineering Body of Knowledge: SEBOK® Guide. The company’s Global Educational Provider arm will deliver these programs directly or in conjunction with our many university and college academic partners throughout the United States, Canada, Europe and Australia.

Our Motto:

“To be the most worthwhile consulting and learning experience for everyone we serve”

Our Key Client

US Defense Acquisition UniversityUS Defense Systems Management CollegeDepartment of National DefenseGTE Government SystemsMessier Dowty AerospaceLockheed Martin AerospaceFlightSafety InternationalNational Police College (RCMP)Lucent TechnologiesABB – Combustion EngineeringDurham Regional GovernmentRBC Financial GroupBMO Financial GroupHarris Bank CorporationAmerican Express CanadaSunLife FinancialBell CanadaNortel Networks Arthur Andersen Worldwide / AccentureKPMG Strategic ServicesHudson’s Bay CompanyCanada Post CorporationGovernment of NewfoundlandIron Ore Company of CanadaBrowning Harvey LtdCHC HelicoptersNewfoundland PowerBell Aliant TelecomXwave SolutionsIBM CanadaGM Canada / GM DefenseMAGNA InternationalToyota CanadaEDS CanadaSiemens Electric Ontario Power GenerationHydro One NetworksDuke EnergyHydro Quebec – IREQBC HydroNB PowerIrving Oil LimitedMMPI CanadaH&R Property ManagementBOMA TorontoTelub ABTwijnstra Gudde, NVHenkel, AGHenkel Chemicals, USAAT&T

Our Audience

Key Project Stakeholders

Individuals who will be affected by an endeavor and can influence it but who are not directly involved with doing the work. Internal Stakeholders – Market (or Primary) Stakeholders are those that engage in economic transactions with the business. (For example stockholders, executives and managers, customers, suppliers, creditors, and employees). External Stakeholders – Non-market (or Secondary) Stakeholders are those who – although they do not engage in direct economic exchange with the business – are affected by or can affect its actions. (For example the general public, communities, activist groups, business support groups, and the media)

Program Managers

Program management or programme management is the process of managing several related projects, often with the intention of improving an organization’s performance. In practice and in its aims it is often closely related to systems engineering. There are two different views of how programs differ from projects: On one view, projects deliver outputs, discrete parcels or “chunks” of change; programs create outcomes. On this view, a project might deliver a new factory, hospital or IT system. By combining these projects with other deliverables and changes, their programs might deliver increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to improved technology.

Systems Engineers

Systems engineers design and coordinate large and complex projects known as systems. There are many kinds of systems, and although all are large, they vary in their complexity. A system has many parts that all interact extensively with one another. Often small systems can be part of larger systems. For example, a jet airliner can be a system. So, too, can all of the airplanes owned by one airline. Systems engineers are responsible for coordinating the work of many engineers, each of whom is an expert in one part of a system. For instance, in the building of a jet airliner, electronics specialists are responsible for the guidance and control systems. Structural engineers design the body of the plane. Other experts decide on a power source for the jet. Still others design landing and takeoff methods. Each specialist concentrates on one area. The systems engineer coordinates all of these specialized efforts in order to produce the jet airliner.

Project Managers

A project manager is the person or firm responsible for accomplishing the stated project objectives. Project managers can have the responsibility for the initiating, planning, executing, monitoring & controlling and closing of any project, typically relating to construction industry, architecture, computer networking, and telecommunications or software development.

Business Analysts

A Business Analyst (BA) analyzes the organization and design of businesses, government departments, and non-profit organizations; BA’s also assess business models and their integration with technology. There are at least four tiers of business analysis: Planning Strategically; Operating/Business Model Analysis; Process Definition and Design; and IT/Technical Business Analysis.