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This interview with Jesse Fewell was recorded at the PMI Global Congress 2013 North America in New Orleans.

One of the stereotypes for agile approaches is that they only work for small projects. Ten or 15 years ago, that might have been the case, but things are vastly different today.

In this interview with Jesse Fewell (http://jessefewell.com/) we discuss how Agile techniques now are used as part of day-to-day project operations, from the largest telecom in Europe to the largest DotCom in the United Kingdom. But how does self-organization work for a thousand people? How can you possibly run a large program without any documentation or architecture? Jesse Fewell gives us the answers by looking at recent trends as well as actionable tips for growing out of small agile to big agile.

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Note: In the opening I say "Welcome to episode 246". Don't worry... it's 255 and I simply mis-spoke. Sorry about that...

According to Harold Kerzner 90% of what we project managers do is communicating. And a lot of this communication is done during project meetings. It can sometimes feel like you are running from one meeting to another and that your time is often wasted. Meetings don’t start on time, the issues aren’t dealt with, there is no agenda, there is no focus, nobody assigns any follow ups or tasks and of course then they also don’t end on time.

But what if there were a way to make meetings much more productive?

Jeffrey Steinke (http://www.lessmeeting.com) thinks there is and he has a lot of good suggestions for you. It all starts by not having a meeting at all and taking things offline. And then if you need to actually have a meeting, it requires planning and follow through. You can look forward to our usual bucket full of recommendations that you can apply on your project meetings tomorrow.

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This interview with Jack P. Ferraro was recorded at the PMI Global Congress 2013 North America in New Orleans.

In his congress paper and presentation, Jack P. Ferraro, PMP (http://www.myprojectadvisor.com/ [Update: The web page is no longer available so we removed the link]) argues that due to three, seemingly beneficial policies, some widely accepted project management practices, and the prevailing organizational structure, most businesses that continually share resources across projects experience enough multitasking to cut their productivity in half.

In our interview we look at the root cause of project portfolio underperformance and ways to increase the speed of benefit recognition through improved productivity of portfolio components. We start out by looking at what exactly the problem is with multitasking on your portfolio, why it is still so prevalent, how to double your project throughput and we look at the "What You Can Do" section from Jack's paper that discusses what everyone involved on a project can do in order to help achieve this 100% increase in throughput.

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This interview with Alicia McLain was recorded at the Southland Technology Conference 2013 in Long Beach.

High performing teams don’t happen "auto-magically". Instead, Alicia McLain (http://www.linkedin.com/in/aliciarmclain) says that it takes a nuanced leadership style, consistency, persistence, patience, a structured approach and support to create the team culture necessary to bring the most out of people.

In this interview Alicia takes us on the journey through the steps to building high performing teams. We also discuss the important elements that contribute to building and sustaining high performing teams.

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This interview with Ricardo Viana Vargas was recorded at the PMI Global Congress 2013 North America in New Orleans.

At this year's PMI Global Congress Ricardo Viana Vargas (http://www.ricardo-vargas.com) proposed a mathematical process to turn the results of a qualitative risk analysis into numeric indicators to support better decision making regarding response strategies. It was titled "Adopting the Quadratic Mean Process to Quantify the Qualitative Risk Analysis". Or in short... Quantifying the Qualitative Risk Analysis.

We review the risk management five-level scale for probability, the mathematical "quadratic mean" process involved to calculate the numerical exposure, and how you can quite easily apply this on your own projects. And yes, these are risk management strategies for agile projects too.

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This interview with Anne Pauker Kreitzberg was recorded at the PMI Global Congress 2013 North America in New Orleans.

In this interview with Anne Pauker we introduce you to the Agile Critical Thinking framework. 

We discuss approaches and examples of this techniques and how you can use to influence stakeholders, clarify project definition, urgency, risk and impact — particularly when working on a cross-functional or virtual team. And of course Anne alsol tells us how to apply some of the tools to our everyday projects.

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This interview with Samad Aidane was recorded at the PMI Global Congress 2013 North America in New Orleans.

Cultural intelligence, the ability to adapt to new cultural contexts, is becoming an increasingly important skill for project leaders. Our interview with Samad Aidane (http://www.neurofrontier.com/) will give you an understanding of the key insights emerging from cultural neuroscience research and their application to leading global projects and designing culturally sensitive change initiatives that stick.

We begin our interview with the question of what neuroscience has to do with project management and leadership, and how this understanding will help you in your daily project challenges. Then we discuss how culture impacts how we think & act and how this relates to the team members working on our projects. We close the discussion with several tips from Samad in regards to how you can use the results from this neuroscience research to improve your project successes starting today.

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This interview with Stephen Townsend was recorded at the PMI Global Congress 2013 North America in New Orleans.

Every project introduces change to the performing organization. It is therefore no surprise, that change management is a concept that we project managers have to embrace and master. PMI's latest publication "Managing Change in Organizations: A Practice Guide" helps us project managers learn more about and apply best practices from this field.

Stephen Townsend (http://www.linkedin.com/pub/steve-townsend/5/886/340) is the Director for Global Alliances & Networks with PMI and we met up with him to learn more about the Practice Guide. We learn why and for whom it was developed. We discuss the basics of change management and then look at the characteristics of change management at the portfolio-, program- and project level. And we close the interview with Stephen's recommendations for the #1 thing that you need to apply on your projects in regards to change management.

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• Last updated on 06 March 2020.
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This interview with Rich Maltzman was recorded at the PMI Global Congress 2013 North America in New Orleans.

Regardless of one’s opinions on green business and climate change, enterprises are now putting significant effort into achieving sustainability goals. Project management is the “business end” of business. In our interview with Rich Maltzman (http://www.earthpm.com/) we learn that we project managers must embrace our role in transforming our organizations to meet these goals in a larger “enterprise” sense.

We begin by looking at a definition of "sustainable", why sustainability should really be addressed on a program/portfolio level, how Rich and his co-presenter David Shirley "reinvented the wheel" for sustainability and of course we close with lots of good recommendations on how you will be able to integrate sustainability on your projects starting today.

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This interview with Frank Saladis, PMP was recorded at the PMI Global Congress 2013 North America in New Orleans.

The International Project Management Day (http://internationalpmday.org/) is happening every year on the 1st Thursday of November. This is "our" day. But what exactly does it do for us? Why should you care?

Frank Saladis (http://www.linkedin.com/pub/frank-saladis/0/226/4aa/) who is the founder of the IPM Day argues that since it was first introduced in 2004 "our" day has grown both in recognition and size. And this increased awareness of our profession has opened senior executives to the notion that we as project managers learn life skills, leadership skills, managerial skill and general business skills that are very portable from organization to organization. You as a project manager are near the pulse of every organization and as such you become more valuable and your career grows with every project that you manage.

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The Gower Handbook of People in Project Management has over 60 chapters. We’ve already looked at three of them in our last interview and today we welcome back Lindsay Scott to discuss three more.

The handbook looks at the people-issues that are specific to different sectors of organization (public, private and third sector); the organization of people in projects, both real and virtual; the relationship between people, their roles and the project environment; and the human behaviours and skills associated with working collaboratively.

In our interview we will focus on Project Management Certifications, Hero Project Managers and A Day in the Life of a Project Manager. As always… our main goal is to give you insights and recommendations that you can hopefully apply on your projects (or to your career) right away.

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We are at the PMI Global Congress North America 2013 in New Orleans and these are our first impressions. Let us know if you here so that we can meet up...

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The projects we lead are all about a group of people delivering benefits to others, so it's no surprise that the human element is fundamental to project management. Lindsay Scott (www.arraspeople.co.uk) is one of the editors of The Gower Handbook of People in Project Management, which is advertised as a complete guide to the human dimensions involved in projects. It’s a compilation of over 60 chapters about project management roles and the people who sponsor, manage, deliver, work in or are otherwise important to project success.

I invited Lindsay to come on the program today and discuss just 3 of these chapters. You can look forward to not only her review but to lots of takeaways that you can hopefully apply on your own projects tomorrow. We discussed the chapters on International Projects, Cross-Cultural Relationships and Managing People in Virtual Organisations.

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This is a short announcement that The Free Agile PrepCast is now available for subscription via the iTunes store. The Free Agile PrepCast offers several free lessons, interviews and exam overview videos for those preparing for their PMI Agile Certified Practitioner (PMI-ACP) Exam. If you are working in an agile project management environment, The Free Agile PrepCast will give you lots of insights into how to manage your projects successfully.

"Please note that Apple has retired iTunes in 2019 but you can still access The Agile PrepCast on your phone or tablet by using a podcast app. Both Apple and Android offer a variety of podcast apps and you can use any of them to watch and learn."

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If you want to know what the “best” way is for you to manage cost, time, resources or quality on your project, then you can open the PMBOK Guide or turn to any of a dozen project management methodologies out there and they will guide you. But what about the best for you as a project manager to be productive and organized? Where can that be found? Personally I don’t recall a single PM methodology or framework that addresses your or my work style and gives us the tools to improve.

To discuss one possible approach we welcome Brian Fee (www.linkedin.com/in/brianfee37) to the program, who says that having a personal set strategy for collecting, processing, organizing and reviewing information has helped him as a project manager. He believes that it is a worthwhile exercise for other project managers to consider their own strategy for staying organized.

This is because there is an assumed level of competence that project managers are expected to just have in terms of personal productivity; and it never seems to be directly taught or addressed in the educational process. We are expected to be able to handle a tremendous onslaught of incoming  information effectively and also be able to perform processes and manage projects. Brian believes that many PMs (and other professionals, too) feel a great deal of stress juggling the information they receive through email, voice mail, hallway conversations, or meetings.

This interview is about is his personal experience and many of his recommendations that will help inspire you and you set on the right track to improving your own personal productivity.

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In our first interview with Mario Henrique Trentim (http://br.linkedin.com/in/trentim/) we mainly focused on why stakeholders are important. We didn’t really talk about the how of identifying or engaging stakeholders, nor did we touch on stakeholder management. Let’s do that now.

We will once again open up Mario’s book Managing Stakeholders as Clients and learn about Mario’s approaches, tips, tricks and best practices to identify, engage and manage stakeholders.

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Recent research shows that project success often hinges on the ability of us project managers to meet and exceed stakeholder expectations. While this may not be a new revelation to seasoned project managers it still means that there is a new focus on stakeholder management in our profession. It's the topic of much project manager coaching and mentoring at the moment.

Mario Henrique Trentim (http://br.linkedin.com/in/trentim/) decided to put his experience and expertise on the subject in writing and wrote the book Managing Stakeholders as Clients. It is a practitioner’s guide that blends theory and practice for the rest of us. And by 'the rest of us' I mean project managers working in all kinds of environments. We need to take care of the needs of our stakeholders in predictive/Waterfall environments, agile teams (it's relevant to those in all agile roles including role of project manager in SAFe agile) and hybrid teams.

I’ve invited Mario to tell us why we should worry about the stakeholders on our project. As always when we have an author on the program we will talk less about the book itself, and focus more on his tips, tricks, best practices and Mario’s favorite tools to get the job done. Social media for project managers is one tool available to you for stakeholder communication, and Mario discusses other options as well.

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This episode of The PM Podcast will be especially interesting for all those among you who want to become better project managers, for those who love to read, or for those who fall into both categories. That is because our guest Elizabeth Harrin will give us her review of 3 books that are related to project management with lots of great takeaways for everyone.

The books are

• Do Nothing by Keith Murnigan
• Real Influence by Mark Goulston and John Ullmen
• Strategies for Project Sponsorship by Vicky James, Ron Rosenhead and Peter Taylor

Elizabeth also wrote a review for each of these 3 books on her website and I encourage you to stop by at rebelsguidetopm.com because she does address a few angles on her blog that we did not discuss.

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What would you say are the top 3 reasons why projects fail?

Of course there are many lists out there. Some give you the top 10 reasons, some the top 7 and they include things like lack of senior management involvement, unrealistic expectations, inexperienced project managers, improper delegation of task and responsibilities, failure to communicate and act as a team, or lack of resources.

But none of these made it to the list of the top 3 reasons why project fail from Yaron Sinai of Elementool (http://www.elementool.com). And just to give you a little preview here... “Poor requirements” is at the top of his list. And yes, while we review his top 3 reasons in detail, I think the much more interesting bit of the interview is the 2nd half, when we open Yaron’s book The Project Management Formula.

In this 120-page book Yaron mostly discusses many best practices and gives excellent advice on managing your projects. However, in our interview we focused on just the last 15 pages where he outlines 5 steps that will help you avoid project failure. The first one is all about defining project objectives and I’ll let him discuss the rest in the interview.

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Go ahead... ask a few people whether they think that preparing for and passing the PMP exam will actually make someone a better project manager. Most of them will tell you that they think not.

I’ve been a PMP trainer for the past 9 years and in all my online classes I have always tried to instill a sense of betterment in my students. Simply because I believe that if you take the approach that you are not just studying for the exam, but studying to improve your project management skills, then you will improve your skills.

And guess what? I’ve interviewed Peter Dakessian who recently passed his PMP exam and his approach was exactly that. Surprise.

So, if you are preparing for your PMP exam and you would like to follow my school of thought, and use your exam prep to both pass the exam and improve your skills, then Peter is the man for you.