We are reposting Episode 205 with Todd C. Williams today.
This is because we have just learned that Todd's book Rescue the Problem Project jumped to become the #1 Best Seller in Amazon’s Business Project Management books. Also... it's currently available for just $3.99 on kindle.
That's a great deal for a book that has a 4.5 star rating! Get it today before the price goes up.
In this interview we welcome Agata Czopek (LinkedIn Profile) and discuss that diversity is a fact and inclusion is a choice.
Companies with diverse executive teams are 21% more likely to outperform the companies rated in the bottom quartile of diversity. Have you ever experienced a situation that made you feel uncomfortable? Let’s discover the attributes of an inclusive leader and the steps needed to improve team performance by addressing unconscious bias.
This interview was recorded ad the crowded Project Management Institute (PMI)® Global Conference 2018 in Los Angeles, California. We learn to describe attributes of an inclusive leader, identify techniques to improve performance by addressing the unconscious bias, and see that privilege is invisible for those who have it.
This interview focuses on effective meeting management. It covers one of the project management basics that is most difficult to handle - managing stakeholders using different combinations of direct, dotted line, and influential management.
This interview with Kevin Wozniak was recorded at the creative Project Management Institute (PMI)® Global Conference 2018 in Los Angeles, California.
In the interview we demonstrate how to effectively lead meetings and manage participants using various management styles and explain how to actively engage meeting attendees to participate in meetings in a valuable manner.
For Project Management Professional (PMP)® Students: PMP Exam Prep :
Niraj Kumar and Cornelius Fichtner
This interview with Niraj Kumar (LinkedIn Profile) was recorded at the lively Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois.
We share insights gained from leading teams in the aftermath of the 2016 flood, called the worst Louisiana disaster since Katrina. Learn how our guest led teams through devastation around them and reacted to a life-altering situation, yet stayed true to the mission to serve the community.
You will hear how the team leaders collaborated to ensure that the critical tasks get done, operations keep humming, and the affected customers continue to receive service.
For Project Management Professional (PMP)® Students: PMP Exam Prep :
Justin Fraser and Cornelius Fichtner
For the last several years, there has been a focus on helping senior people in the workplace connect with and manage the newest generation in the workforce. Millennials.
However, this new generation is now moving from entry-level to management positions. Additionally, this is frequently happening within a workplace’s evolving environment and culture. And so both generations need to adapt to each other’s styles, work ethics, and perspectives.
This interview with Justin Fraser (LinkedIn Profile) was recorded at the impressive Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois.
In the interview, we dive into the emerging relationship dynamic in which Millennial project managers lead senior team members.
We identify differences in style, work ethic, and perspective between team members of different generations, seniority, and experience, and discuss various project management approaches to lead team members to a successful project.
Ever feel like your projects would run much more smoothly if everyone just did their job without nagging?
Help is on the way.
Emotional intelligence is the way to really connect with everyone on your team. Take project management to the next level using emotional intelligence principles to guide your interactions and activities. Today we discuss practical applications of emotional intelligence for everything from communications to meetings to celebrations to managing remote teams.
This interview with Kim Wasson (LinkedIn Profile) was recorded at the uplifting Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois.
In the interview, we discuss how to apply emotional intelligence concepts to day-to-day project management tasks and activities (i.e., communications, team building, assignments, goals, and priorities) and learn to recognize both emotional intelligence and cultural intelligence signals and use them to tailor communications and daily operations.
NASA's Jet Propulsion Laboratory has worked with PMOs around the United States to define a "best practice" for creating and delivering an annual plan.
This interview with Darryl Hahn (LinkedIn Profile) was recorded at the stimulating Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois.
Our interview presents both strategic and tactical approaches for uncovering your organizations' goals and objectives and for creating the prioritized list of achievable projects. We also examine ways of categorizing and classifying types of work, identifying and weighting priorities and adjusting the completed plan for when it collides with real life.
You've been there, right? You've managed a project where nobody on the team reported to you. But what can a project manager do to succeed other than beg borrow or steal in this situation?
This interview with Jeff Kissinger (LinkedIn Profile) was recorded at the superb Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois. It is based on his presentation "Leading Without Authority: The Project Manager's Dilemma" and looks at what project managers can do to successfully deliver their projects even in situations where they have little or no authority at all over the people on their project. Here is what Jeff wrote about his presentation:
Leading project teams without direct authority is a dilemma that many project leaders face. Doing this well is an art. And, like art, it’s often practiced using a mixture of skills, techniques, and tools. Attendees will learn how to identify and resolve authority issues quickly that adversely affect their projects and learn how to lead their project teams successfully without direct authority.
A large number of projects these days rely on virtual teams. This means that we project managers must master how we communicate in a virtual setting in order to properly lead our teams. But how do you build trust as a leader if nobody can actually see you?
This interview with Sara Gallagher (LinkedIn Profile) was recorded at the awe-inspiring Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois. It is based on her presentation "You Can Trust Me: Communicating When Nobody Can See Your Face" and explores tools and techniques project leaders can apply to improve communication and convey trust even in digital and virtual settings. Here is what Sara wrote about her presentation:
Trust is essential to effective communication across your team and your stakeholders - but how can you communicate trust when no one can see your face? This engaging session will examine how the four cores of trust are impacted in a digital, global communication environment. Participants will be given the opportunity to immediately apply what they've learned to improve communication across their teams.
For your Project Management Professional (PMP)® exam get PMP Training on your phone from The PM PrepCast:
Margaret Meloni, MBA, PMP
Here are some buzzwords for you:
Multi-generational teams. Generational shifts. Inter- and intra-generational communication. Multi-generational workplace. Millennials vs baby boomers. I think you get the idea... right? We’re here today to talk about how old I am... :-) Just kidding... we’re here to talk about generational sensitivity and diversity and how to make the best of it in project management.
And in order to explore this generational topic we turn to our "soft side expert" Margaret Meloni (www.margaretmeloni.com). She has been an IT and project manager for some time and has had the pleasure to work with people from many generations. And I’m not saying she’s old either...
For your Project Management Professional (PMP)® exam on your phone with The PM PrepCast:
Margaret Meloni, MBA, PMP
Those of you who have, will or are preparing for your PMP exam, inevitably come across the term “Interpersonal Skills”. A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) mentions them, your prep books talk about them, and you find me talking about them in my PMP exam prep training lessons as well.
Leadership, team building, motivation, negotiation or trust building are some of the terms you’ll find. But there is another dimension to these soft skills that we project managers need. And that is “Emotional Intelligence”.
Margaret Meloni (www.margaretmeloni.com) has been coaching and training on the “softer side” of project management for a long time and so I’m very happy to welcome her as our expert today.
Becoming better at project management and by extension also becoming a better project manager does not necessarily mean learning about and then also implementing the latest tools, techniques or methodologies. Instead, it can simply mean that you start paying attention in a particular way; on purpose, in the present moment and nonjudgmentally. That’s mindfulness.
Mindfulness as a business practice and leadership tool has seen a significant increase in press coverage lately. It originally started out as a means for improving yourself and your interactions with others but you will find that many leadership articles in the large business journals will make reference to it.
And so we are very glad to welcome Margaret Meloni (www.margaretmeloni.com) to look at Mindfulness for Project Managers with us today. We will give you a definition, discuss the benefits, but most importantly we go through a number of familiar project management situations to see how mindfulness will help us improve and become better leaders.
For your Project Management Professional (PMP)® exam get PMP Training on your phone from The PM PrepCast:
Oliver F. Lehmann, MSc., PMP
The one thing I really like about project management is how unpredictable my days can sometimes be. I come to the office in the morning with a clear plan of what we are going to do today, and then something happens.
Maybe something breaks, a critical resource is unexpectedly not available today, or -- even more normal -- the customer wants a change and he wants it now. I love this challenge, because as a project manager I now have to re-evaluate the situation and change my plans accordingly. That is situational project management.
However, there's more to situational project management than just responding with a knee-jerk reaction. These times demand situational awareness, skill and finesse from us project managers.
Every project that you and I have ever and will ever manage depends on people’s skills.
The sponsor relies on you as the project manager to successfully lead the team, you rely on the team to have what it takes to create all the deliverables at the required quality, and the end user -- the recipient of what you and the team deliver -- must have the skills to use the product you finally give them.
But what if the skills don’t match up to the tasks at hand? What if a team member is lacking a skill? What if the technology is so new and different that your users will have a hard time with it? The answer is of course coaching, mentoring and training.
This interview is 42:34 minutes long. This means that you can "legally" only claim 0.50 PDUs for listening to it, because in order to claim 0.75 PDUs the interview must be 45 minutes long. However... if you first listen to the interview and then also read the following article from Susanne about coaching and project management, then you can go ahead and claim 0.75 PDUs!
For your Project Management Professional (PMP)® exam use PMP exam prep on your phone with The PM PrepCast:
Jordan Kyriakidis, CEO of QRA Corp
One thing that every project manager notices over the course of her or his career is this: We begin with managing relatively simple projects. Here we learn about the theory of project management, its good practices and how to apply them. And as we get better we are assigned to bigger and more important projects.
But in recent years you may have begun to notice that even though your projects may not have become any bigger their complexity has never the less steadily been increasing. In other words, if you took a project you managed 5 years ago and repeated it today in exactly the same way then the one thing that would definitely change is the complexity caused by an increase in interdependencies.
And that’s where Jordan Kyriakidis (https://www.linkedin.com/in/jordankyriakidis/) and I are starting this interview. We are exploring why complexity is increasing, whether it is actually real or just a perceived problem, and what you can do about it.
This interview is 29 minutes long. This means that you can "legally" only claim 0.25 PDUs for listening to it, because in order to claim 0.50 PDUs the interview must be 30 minutes long. However... if you first listen to the interview and then also read Jordan's related white paper, then you can go ahead and claim 0.50 PMP PDUs!
For your Project Management Professional (PMP)® exam use PMP training on your phone with The PM PrepCast:
Karin Brünnemann, PMP
Are you currently managing a multicultural project?
Well, no matter if you answered “yes” or “no” to this, today’s interview with Karin Brünnemann (https://www.linkedin.com/in/karinbrunnemann) is for you. We will look at what culture is, how cultural differences can lead to conflict, and how culture affects the various dimension of conflict on projects that we learned about when we last spoke to Karin. Most importantly, we will of course also discuss approaches for conflict resolution.
So… if you answered “Yes” to my questions “Are you currently managing a multicultural project?”, then you are going to learn a lot about culture, conflict and what to do about it.
And if you answered “No”, then you will learn that your answer was in fact wrong and that you should have answered “Yes” in the first place. You are in fact managing a multi-cultural project even if you don't think you are.
For your Project Management Professional (PMP)® exam we recommend the following PMP Exam Prep:
Wanda Curlee and Cornelius Fichtner
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.
Need Project Management Professional (PMP)® exam training? Have you considered PMP exam prep on your phone?
Kim Wasson and Cornelius Fichtner
At its core project management is all about effectively leading your team. Therefore emotional intelligence for project managers and project leaders can be just as important (if not more) than knowing how to interpret the latest earned value data.
Just one unmotivated person on your team can bring everything crashing down. Unhappiness, dissatisfaction, and lack of motivation are highly contagious; ‘one person’ quickly turns into an unhappy and possibly dysfunctional team.
We're all focused on getting the process right and there’s no doubt that process is important. What many of us don’t take into account is that the success of most projects depends largely on the teams actually doing the work Process is important but it’s not going to build anything on its own – it’s a team of satisfied, competent people working together who will actually deliver a product.
The people side of the project management equation is critical. Managing effectively requires the ability to understand individuals and teams, establish working relationships, manage goals, and motivate team members. Effective tools and techniques discover what makes the team members and the team itself tick, to communicate effectively with many different people both one-on-one and as a group, and to generally balance the process part of the equation with the people part of the equation are critical to project success.
This interview is 24 minutes long. This means that 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!
Preparing for your Project Management Professional (PMP)® Exam? Get Affordable PMP training on your phone, tablet or PC:
Kristine Hayes Munson and Cornelius Fichtner
Sharp influencing skills are a major factor that help project managers succeed. This interview about leading without authority with Kristine Hayes Munson was recorded at the 2016 PMI® Global Congress in San Diego, California. We discuss her paper and presentation "Getting Things Done -- Influence Without Authority". Here is the abstract:
"Project managers frequently face the dilemma of how to accomplish the project’s work without having any functional authority. Resources assigned to the project report to someone else who writes performance appraisals and recommends pay increases. In addition, resources may be assigned to multiple projects with competing priorities. Project managers must rely on their ability to influence others to get work done in a timely and thorough fashion.
This paper explores the influence cycle and the associated skills to be used by project managers in order to get things done using influence rather than authority. Five stages comprise the influence cycle: (1) prepare, (2) ask, (3) trust, (4) follow up, and (5) give back."
The paper concludes that in regards to leadership without authority "Developing influence skills is hard work and takes conscious effort. The influence cycle is designed to be repeated for each project in order to help us as project managers continue to improve our influence skills. Our success as project managers and the success of our projects depends on our ability to use influence to get things done".
The good news is that Joseph is a prolific writer who has a number of articles on the topic. He reviews the concept from various angles and he also has a number of great examples of how he works with his customers to implement supportive leadership in their organizations and how he uses the concept as a project leader himself. You’ll be able to incorporate all of this as part of your own project leadership almost right away.
And of course we will also touch upon the main difference between supportive leadership and servant leadership. You’ll be just as surprised as I was.