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Podcasts
Conversations on Project Management
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Lost in Translation
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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]
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Secret Formula
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There is no secret formula to project success, but the infamous flop of The Coca-Cola Company’s 1985 introduction of the “new Coke” offers a timeless case study in misunderstanding the end-user. It’s a lesson that project managers, product development teams and portfolio directors should all keep in mind as they balance expectations, risks and strategic goals. [4:40]
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Trusted Adviser
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A project manager discusses challenges in the aerospace arena, including dealing with difficult clients and managing the often-antagonistic relationship between engineering and marketing teams. [9:30]
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Too Technical
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A veteran project manager shares some insights and experiences in turning around a major ERP implementation that had vanquished three capable predecessors who were too focused on the technical side. [7:05]
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Salvage Success
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So what can project managers learn from the wrecked U.S.A.T. Liberty, which now rests off the northeast coast of Bali after being torpedoed in 1942? Perhaps that when the best-laid plans are laid to waste, creative responses can still salvage surprising results, often surpassing the original goals and intentions of a project.
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PMO to the Rescue
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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]
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The No-Mandate PMO
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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]
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Project Rescue
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Troubled projects have a certain momentum all their own, with issues that go beyond being late or overbudget. Here, a project rescue veteran discusses some tools and techniques for getting troubled projects back on track, from surveying key stakeholder and assessing root causes of the problems, to role-modeling new behaviors and mapping out a recovery plan. [10:40]
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Nonprofit Projects
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Project realities are very different in non-profit organizations, from stakeholder priorities to decision-making processes to resource constraints — even the basic lingo. Here, PMI-Montreal president Michael Kamel offers insights on applying your project management skills in a non-profit context. [10:19]
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Own It!
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It’s not enough to control budget, schedule and scope. To add value, a project leader must identify and take ownership of the strategic objectives that align with the initiative. In doing so, they can create an appropriate sense of urgency for each team member’s work relative to the critical path. [10 min. 30 sec.]
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