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.
Click here to listen to our Best PM Podcast episode for today: http://bit.ly/PMPodcast360
20,475 project managers have listened to it so far!
If you are preparing for your PMP Exam then you know that one of the most important activities is to take many PMP sample exams and answer as many PMP sample questions as you can.
But as a general rule, it is not always easy to identify the correct PMP exam answers.
Those who pass the PMP exam often report back that PMP answers are ambiguous, sometimes more than one looks right and sometimes you may even have to choose the one that is least wrong. So what are you to do?
One solution is that you can work with a PMP Trainer who guides you and works with you on those pesky questions. And this is of course exactly why I have invited Dr. Julie DeSot (https://www.linkedin.com/in/juliedesot) for an interview. As a PMP coach she has helped many people successfully prepare for their PMP exam and get to the bottom of those questions.
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:
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.
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
Click here to listen to our Best PM Podcast episode for today: http://bit.ly/PMPodcast357
29,584 project managers have listened to it so far!
Today, I don’t have a full interview for you. I have something better. I have a free book on Project Risk Management for you:
The free risk management eBook you are going to get is “Managing Murphy -- Essentials of project risk management”. It’s written by Dr Jim Young, PMP, FNZIM (http://www.skillpower.co.nz/) and it is intended to be applicable regardless of your preferred methodology and framework – so you can use the concepts presented no matter if you follow PMBOK®, PRINCE2 or Agile approaches.
If you use a podcast app to download and listen to our interviews, then the book has very likely already been downloaded by the app for you. It is a PDF document and you should see it as a separate episode of your subscription of The PM Podcast. If not, then please click on the download button above.
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 interprete the latest earned value data.
This interview about emotional intelligence in project management with Kim Wasson was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. We discuss her paper and presentation One Unhappy Person Can Ruin Your Beautiful Plan -- Emotional Intelligence for Project Managers. Here is the abstract:
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.
Setting up a PMO usually means setting up some Project Management KPI (Key Performance Metric). But which?
This interview about PMO metrics with Denise McRoberts was recorded at the 2016 PMI Global Congress in San Diego, California. We discuss her paper and presentation "Meaningful Metrics -- The Path toward Measuring what Matters". Here is the abstract:
"The project management office (PMO) was in a rut. The number of projects in work at any one time was increasing; project managers were routinely reporting that all was well while schedules slipped, and there was limited understanding of true project costs." Does this sound all too familiar? In this session, attendees will learn some innovative methods to implement metrics and key performance indicators (KPIs) to better understand your organizational weaknesses and how to overcome them. This session will provide a case study on how a PMO did just that, with plenty of practical examples
You will learn what makes a 'good' metric, how metrics should be developed, and that we also need specific project metrics and project portfolio metrics.
Click here to listen to our Best PM Podcast episode for today: http://bit.ly/PMPodcast307
28,858 project managers have listened to it so far!
Individuals make up our project teams, and we project managers, all too often, are gauged based on what these teams can accomplish, which is why building and maintaining high-performing teams should always be a priority for you and me.
How to do this was recently described in an article titled Four Ways to Build and Maintain High-Performing Teams. And so I’m very pleased to welcome Maria Kozlova (http://www.linkedin.com/pub/maria-kozlova/9/76/336) from Comindware on the show today to discuss these four ways.
Oh… and spoiler alert… one of them is collaboration.
Click here to listen to our Best PM Podcast episode for today: http://bit.ly/PMPodcast312part1
32,966 project managers have listened to it so far!
This is a special episode of The PM PrepCast for the launch of our new PMP Exam Coaching program.
In this interview I introduce you to Dan Ryan, MBA, PMP. Dan is not only a certified PMP, he is also a PMP exam coach. As a PMP exam coach he works with PMP students from around the world to achieve the goal of passing the PMP exam. And he has done that hundreds of times. He successfully helped, motivated and guided his students to become PMP certified.
And he can do that for you as well because we decided that now is the right time for us to start offering personalized PMP exam coaching to you. To learn more about what type of coaching we offer, please visit www.pm-prepcast.com/coaching. That will give you all the details and introduce you to our coaches.
And please do yourself a favor and listen to this interview even if you think that you don’t need a personal coach for the PMP exam, because the 7 questions that Dan discusses are important. Everyone worries about them and Dan has the answers for you.
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".