Just a quick update about our current publication schedule.
Project Management for Beginners and Experts
Just a quick update about our current publication schedule.
For your smart phone: Project Management Professional (PMP)® Exam Prep:
Conflict in project management is inevitable. In fact they say that the only way to not have a project management conflict is to have a one-person project. And even then, some people have a tendency to argue with themselves.
Karin Brünnemann (https://www.linkedin.com/in/karinbrunnemann) recently gave a presentation on the topic of Managing Conflict in Projects to the Project Management Institute (PMI)® Slovakia Chapter. And because it was such a success she suggested that we bring it to you as well!
Karin’s presentation and our interview is full of solid advice and best practices you can apply to the conflicts you will inevitably encounter. We will discuss: Definition & Characteristics of Conflict
A big part of the interview is actually focused on that last part -- the actual project management conflict resolution. We are, however, not going to talk about conflict resolution on multicultural projects. That’s reserved for next week.
Presentation Slide Deck
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In this second interview with Jamal Moustafaev (https://ca.linkedin.com/in/jmoustafaev we take what we learned about the project portfolio management process and discuss how to implement it in our organizations.
We look at PPM reviews, internal resource cost, the importance of our mission and strategy, how involved c-level executives need to be, a charter for portfolio management, how the halo effect can skew your project selection methods, and how to improve the quality of project proposals.
All of these ideas are of course taken from his book Project Portfolio Management in Theory and Practice: Thirty Case Studies from around the World (Best Practices and Advances in Program Management) with the intent of giving you practical tips on how to implement project portfolio management in your own organization.
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Project Portfolio Management and the realization that strategic alignment of all projects within an organization is crucial are both gaining ground. And this realization also emphasizes the need for having solid project selection methods.
But how exactly do you do all of this? The number of books that focus on practical advice for implementing a strategic project portfolio management process is quite small. Lucky for us that a new one with exactly that focus has just been published
The new book is titled Project Portfolio Management in Theory and Practice: Thirty Case Studies from around the World (Best Practices and Advances in Program Management) written by Jamal Moustafaev (https://ca.linkedin.com/in/jmoustafaev. In our discussion, we answer these questions:
Welcome to another "special" episode from The PM Podcast, in which we introduce you to new podcasts that are created and produced for/by project managers. Today we feature 'Scope of Success'.
Launched in 2016, Scope of Success brings you Business Life Lessons to help you advance your career one interview at a time. Hosted by Brian K. Wagner, MBA, PMP and James Kittle, PMP, advocates for business issues at hand. Sponsored by Project Management Institute (PMI)® Long Island Chapter.
So please enjoy Ep1- Mastering the Job Interview - Guest/Steve Potter. Here is what Brian and James write about it in their show notes:
In this episode we speak with one of PMI® Long Island chapter's founders and current member of the board of directors. Steve Potter talks to us about interviewing questions and styles that lead to success.
For your smart phone: Project Management Professional (PMP)® Certification Training:
Last year at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California I recorded an all time high of 14 interviews. They have all been published over the past few months and you’ve probably heard some or all of them. But what you don’t know is what happened once each interview was complete.
I pressed the recording button one more time and asked each of my guests the following question: Which is the interpersonal skill that you attribute the most of our success in your career to? In other words, what skill has helped you most on your projects when you interact with others?
And today you are going to get all the answers. In one nice mashup. Here are all the presenters in the order you will hear their answers
Oh, and spoiler alert... the answer that I received most often was "Relationships".
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Projects are the tool businesses use to take a strategy and turn it into reality. So your project better be aligned with your long term business plan. All of them!
This interview about strategic alignment with Jay Payette was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. We discuss his presentation and white paper Making it Happen - How Project Managers Can Drive Strategic Alignment and Strategy Execution. Here is the abstract:
Good strategy can be critical to organizational success, however in order for strategy to transform from ideas into results it must be successfully executed. In order for organizations to successfully formulate and execute strategy they must achieve sufficient strategic alignment.
Project managers and project team members can make a critical contribution to their organization’s strategic alignment. This paper examines strategic alignment through the frame of three strategic functions: formulate, align, and execute and how they interact with each other.
Additionally, three strategic alignment frameworks are presented and recommendations are made as to how they may be used by project managers to contribute to organizational strategic alignment at the project-level.
This interview is 29 minutes and 30 seconds long. This means that it is 30 seconds too short and you can "legally" only claim 0.25 PDUs for listening to it. However... if you first listen to the interview and then also read the white paper on which it is based, then you can go ahead and claim 0.50 PMP PDUs!Click to download the white paper
For your Project Management Professional (PMP)® exam we recommend the following PMP Exam Prep:
Every project manager needs to master situational awareness. That is because no two projects are perfectly alike. What worked last time may have to be tweaked next time. Even worse, what may have worked just yesterday may have to be tweaked today!
This interview about situational awareness with Wanda Curlee was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. It was co-written and co-presented with Marie Sterling. Wanda and I discuss their presentation and white paper Situational Awareness. Do you have the Emotional Intelligence for it?. Here is the abstract:
This paper explores the relationship of situational awareness and emotional intelligence of portfolio, program, and project leadership. Included in the paper is an introduction to situational awareness, emotional intelligence, SAGAT, recommendations and details about the workshop exercise. Situational awareness plays a critical role in effective decision making, and more so in complex and challenging portfolio, program and project management environments. Emotional Intelligence (EI) is the study of how in tune a person is with his or her own emotions and the ability to understand emotions of those around himself or herself. Through the use of a live training simulation, an individual’s level of situational awareness and their emotional intelligence will be determined.
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At some point in their career, every project manager has to deal with troubled projects.
This interview about project recovery with Kristy Tan Neckowicz and Connie Inman was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. We discuss their presentation and white paper Recognize Warning Signs and Rescue Your Troubled Projects. Here are the abstract and summary:
Abstract: Come to this session to hear real stories of troubled projects and recovery journeys from two seasoned project management professionals. You will learn to recognize common warning signs of troubled projects, approaches to right-sizing your project management processes, and applications of stakeholder management lessons for project success.
Summary: The common theme across the case studies is a focused spirit of continuous improvement to rescue troubled projects. Although projects are temporary in nature, project management processes are always evolving.
It is tempting to move on to the next project when a troubled project has been placed safely back on track. However, you will have more assurance of the project manager’s future success by conducting a lessons learned evaluation focused on the practice of project management before claiming victory.
By sharing the warning signs, right-sizing approach, and lessons learned from these case studies, we hope you will leverage our experience to keep your next project “on track” to successful delivery.
This interview is 29 minutes and 57 seconds long. This means that it is 3 seconds too short and you can "legally" only claim 0.25 PDUs for listening to it. However... if you first listen to the interview and then also read the white paper on which it is based, then you can go ahead and claim 0.50 PMP PDUs!Click to download the white paper
Studying for the Project Management Professional (PMP)® exam? Get PMP Exam Prep on any mobile device!
This interview about why Agile might be failing in your organization with NK Shrivastava was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. We discuss his presentation and white paper Top Five Warning Signs That Agile is Not Working for You. Here are the abstract and conclusion:
Click to download the white paper
Abstract: There are good possibilities of success when adopting an agile approach in an organization, but five symptoms in particular serve as warning signs that the organization’s agile transformation is not working well.
The five warning signs include: (a) no signs of value delivery for over 3 months, (b) teams resisting customer changes, (c) teams “waterfalling” sprints, (d) customers foregoing involvement in development and testing, and (e) lack of visibility for agile in the organization. Potential solutions for these problems are also described in this paper. Many organizations can solve these problems internally, but sometimes an external resource such as a change agent or an agile coach is needed. By addressing these issues, organizations can increase the chances of a successful agile transformation.
Conclusion: Agile doesn’t work by itself. Organizations that implement agile with minimal team support and expect it to work perfectly “out of the box” will likely be disappointed. Successful agile adoption depends on factors at the organization and team levels. Organizations need the right mindset, a strong commitment, a culture conducive to implement agile, and the ability to secure resources and outside help as needed. Teams need the training, skills, and empowerment to absorb and implement agile principles. With these factors in place, organizations and teams should be able to build the foundation for agile success.
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We continue our look at the topic of scaled agile that we started in the previous episode, this time by looking at "agiLE" - Agile in the Large Enterprise.
This interview about Scaling Agile with Joy Beatty, PMI-PBA was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. We discuss her presentation and white paper Making "agiLE" Work: Agile in the Large Enterprise. Here are the abstract and final thoughts:
Abstract: Almost all large enterprises are making some transition to agile practices. There are many approaches to scale agile in the large enterprise, and we’ll give an overview of the most common scaled approaches and their limitations. This paper also discusses the most common challenges our customers’ teams are facing when scaling agile and provides suggestions to overcome those challenges.
Final Thoughts: This sounds like a daunting task—to transition to agile approaches in a large organization. However, with solid collaboration and communication, it’s absolutely doable. Teams will constantly be collaborating through elicitation, answering questions, and testing the actual product. Business analysts have a critical role to play in keeping the collaboration running smoothly, including helping to facilitate backlog grooming and elaboration, participating in planning in sprints, working with interfacing teams to identify dependencies, and serving as a product owner proxy on any teams as needed. Likewise, project and program managers can act as advisors about appropriate levels of process, help guide projects toward common goals, and ensure a focus on prioritization based on business needs. Instead of instilling a hierarchical control between PMO and product owner, in agiLE the PMO and product owner work together to achieve the objective. The real goal for agiLE teams is self-organization and creativity, while still contributing as a part of a large organization
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Agile began with the promise to make smaller project teams more able to react to ever changing customer requirements. But what if your project is big? I mean really, really big. Can we have scaled agile?
This interview about Scaling Agile with Andrew Burns, PMI-ACP, PMP, was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. We discuss his paper and presentation Dragon Scales: 50 Teams Scrumming -- Implementing Adaptive Project Management Practices at Scale. Here is the abstract:
Click to download the white paper
Product portfolios can easily scale to 50 teams or more in meeting large organizations’ needs. Large portfolios with strong foundations are derived through values-based leadership. The technique links corporate and individual values to scientific principles. Scientific principles inform us that change is constant and therefore adaptation defines good practices. Values-based leadership’s agile practices take root, thrive, and adapt at the pace of business change.
The three-hundred software engineers considered herein innovated within a portfolio of 18,000 colleagues. Their agile, adaptive product development practices continue to evolve from plan-driven provenance. Leveraging agile practices at the portfolio, program, and project level continually unleashes innovation, quality, and throughput of value. Though contextualized in terms of software product development in the 2010s with Scrum, the message of innovation through values-based adoption of scientific principles is timeless and framework unallied. Implementation of practices observant of values and principles endures as a way to deliver the best products regardless of toolset.