Broadcasts

Operational silos are a huge barrier to program management success. In this podcast, Deltek’s Jason Kinder discusses how an integrated PM approach can break those silos down and bring together people, processes and tools to improve six keys areas: forecast accuracy; collaboration; risk and opportunity management; PPM; change management; and actionable information. [6:08]

PM best practices may differ from company to company, but every organization needs relevant, actionable information to drive confident decision-making and reduce surprises. In this podcast, Jason Kinder and Andy Jordan discuss Deltek's PM Compass, a new platform built specifically for project leaders and program managers.

The cost of not applying project lessons learned is significant. But how can busy project managers identify and share the right ones — and leverage them in a disciplined fashion? Mel Bost offers some insights, and explains the project curator role, in Part 2 of this PM War Stories conversation. [14 min.]

What are the six elements of an effective lessons learned process? Equally important, how do you instill a culture that recognizes the value of this critical mechanism for closing out projects and intelligently managing future ones? A PM War Stories conversation with PMO thought-leader Mel Bost. [13 min.]

Projects with multiple components require individuals with different roles to manage or, at least, consider risk issues. Too often, that means ad hoc, reactive approaches with little accountability, connection or visibility. Technology can help organizations do a better job. Here, Deltek's Chris Bell and ProjectsAtWork contributor Andy Jordan discuss. [15 min.]

To succeed, project leaders must often exercise influence without formal authority. To do this, Mark Mullaly says we must understand the environment we are working in, and focus on being the leader that this environment needs us to be. This is not necessarily the leader we prefer to be. The act of leading is a choice that requires us to diagnose competing values, engage in politics and adapt to different project environments. [13:10]

Program management veteran and earned value management specialist Jason Kinder, now with Deltek, discusses EVM, including tangible benefits, important metrics and tailored approaches to implementing it successfully. As you listen, download the companion Job Aid “EVM Pressure Points” (in Resources: Decision-Making) for questions to consider when implementing EVM. [8:23]

Aligning strategic goals with day-to-day operations is a challenge for all organizations. In small-to-medium enterprises where middle management is often focused on operational activities, support can come in the form of a strategic management office, responsible for translating and integrating the hypothetical into coherent business projects executable on the “shop floor.” [8:30]

Project management veteran Steve Rollins was part of a PMO-led effort that saved the jobs of an entire department at a telecommunications company by answering the call to reduce costs by more than $75 million. Here he explains the importance of creating clear, transparent metrics to drive ongoing bottom-line improvement. [10:20]

The creation of a project management office at Miller Brewing wasn’t mandated. Without strong executive support, the PMO instead gained traction by demonstrating incremental improvements. The evolutionary approach took longer, but also permeated the work culture. As the PMO earned greater support, its role grew into strategic and portfolio planning. [7:05]