Project management audio blog featuring monthly interviews with the most seasoned and recognized practitioners, thought leaders, project managers, and executives on industry-specific business problems to help C-level executives achieve success.
As project managers, we are continually making presentations – whether it's informally at internal team meetings or formally to steering committees, project sponsors, or to external stakeholders or clients. Yet many project managers don’t include presentation skills training in their annual sign-up letters or professional development plans.
Here’s 10 tips to help project managers make more effective presentations.
Know your audience.
Words matter.
Provide a roadmap.
Time management.
Weave in examples whenever possible.
Make it interactive.
The slides are not the presentation.
Speak with conviction.
Socialize your presentation with key stakeholders in advance.
Be prepared for questions.
Well I hope you enjoyed these tips and would encourage you to share your own by posting comments on our website or emailing them to pmwarstories@gmail.com.
In this episode, I share three principles that have helped me throughout my career.
Let’s face it, as project managers time, scope, and budget are often much easier to manage than the people associated with our projects. How effective your people skills are, can impact the fluidity and success of a project. So here’s 3 principles to keep in mind during your next project.
I hope you enjoyed these principles and encourage you to share your own principles by posting comments below or emailing them to pmwarstories(at)gmail(dot)com.
Music Notes 1. The opening of the show – “Torn Jeans” 2. The closing of the show – “Lazy Day”
In this episode, I’m sitting down with my friend and colleague, Mel Bost in part two of a two part series on innovative approaches to successfully define business requirements.
Mel has over 30 years of project management experience and authors the blog Mel Bost PMO Expert which summarizes successful behaviors of project managers working in a PMO setting as well as the structure and actions of a real PMO. Today Mel will be sharing his experiences and insights on the power of design thinking.
Music Notes 1. The opening of the show – “Kickflip” 2. Interview with the industry insider – “Sprightly” 3. The closing of the show – “Yearbook”
In this episode, I’m sitting down with my friend and colleague, Mel Bost in part one of a two part series on innovative approaches to successfully define business requirements.
Mel has over 30 years of project management experience and authors the blog Mel Bost PMO Expert based on his own experiences in developing and maturing PMO organizations with several major Fortune 500 companies. Mel’s blog summarizes successful behaviors of project managers working in a PMO setting as well as the structure and actions of a real PMO. Today Mel will be sharing his experiences and insights on taking innovative approaches to successfully defining business requirements, including the power of design thinking.
Music Notes 1. The opening of the show – “Collins Avenue” 2. Interview with the industry insider – “Offroad” 3. The closing of the show – “Yearbook”
Capital projects provide some of the best examples of some of the most complex stakeholder relationships and portfolios that project managers can face. The sheer magnitude of capital projects pushes the envelope in adhering to the ultimate delivery goal of every project manager – on time, within budget and within specification. At the core of these projects are the multitudes of stakeholders that need to be managed. Whether it be those who manage the purse strings funding the project or the policy makers that can change the course of the plan on a moment's notice; stakeholder management requires that all involved parties are kept in the loop every step of the way. Documenting progress and continuous communication of project status are key elements in facilitating that these projects move forward and obtain the necessary approvals to meet projected timelines. Additionally, planning for change due to funding issues or a shift in priorities require project professionals to have the necessary tools and methodologies in place to quickly adapt and prevent the potential derailing of the project’s successful outcome.
For the Delaware Department of Transportation (DOT), it, like many state agencies, was facing a budget shortfall due to the economic downturn and was re-evaluating the priorities of capital projects in the state to determine which projects would be shelved and/or canceled. This planning was interrupted and complicated when the US federal government passed its economic stimulus plan for "shovel ready" projects. Unfortunately for the Delaware DOT and other state agencies, they simply could not allocate the federal dollars towards existing projects and narrow their budget gaps. The new federal funds came with a host of conditions, and the Delaware DOT had to sort them out before it could understand the true implications that the economic stimulus plan would have on its scheduling of capital projects.
In this episode, industry insiders, Bob Perrine and Connie Post of the Delaware DOT, will share their insights and experiences in overcoming the challenges and complexities of managing a portfolio of capital projects.
Bob Perrine is a civil engineer with 30 years of experience in the construction industry. He has worked in federal government, private industry, and state government. Currently, Bob is the Constructability Review Engineer / Master Scheduler for the Delaware DOT.
Connie Post, my other distinguished guest, has over 28 years of experience in Information Technology, and 18 years of experience in Project Management. She is currently an independent consultant with the Delaware DOT and her responsibilities include project management, requirements analysis and implementation of new systems, systems integration, and business process review.
Today, Bob and Connie will discuss the difficult task of managing and scheduling resources for large, complex projects in the face of limited funds and competing stakeholders.
Most project managers would agree that the downward spiral of a project can be attributed to poor stakeholder management and communication strategies. Moreover, the negative momentum troubled projects take on are often due to the inability to identify who are the influencers of the project and what are their level of involvement and expectations. In many cases, project managers have the most difficulty communicating the right objectives to all the stakeholders involved. This is especially true when managing external stakeholders (e.g. implementers) in which project managers in many cases have a minimal understanding of their dynamics, leading to the ultimate reality of a troubled project. Consequently, when faced with a troubled project, highly-skilled project managers excel in quickly assessing the root of a project’s problems and leveraging the best people, processes, and tools to rehabilitate a project that his heading for failure.
For August, we examine the human element that impacts troubled projects and how to ensure stakeholder buy-in to rescue a sinking project. Today, we bring you part two of a two part series on rescuing troubled projects.
To do this we're sitting down again with industry insider, Mark Hall who is an executive with 20+ years experience applying Project Management Best Practices to business operations in the Aviation and Semiconductor industries. He is President and co-founder of William George Associates and a leading speaker on the application of Project Management tools and techniques. Additionally, he sits on the Board of Directors of the Massachusetts High Tech Council. Today Mark shares his experiences in managing stakeholders to get troubled projects back on track.
Music Notes
1. The opening of the episode – “Offroad” 2. Interview with industry insiders – “Redondo Beach” 3. The closing of the episode – “Greasy Wheels”
Probably the most difficult challenge project managers face when mitigating risks within their projects is anticipating their stakeholders impact on the outcome of their projects. Risk Management has become a vital discipline in the planning of project uncertainty often the result of stakeholder activities. Properly employing a defined set of metrics in a systematic manner provided by proven methodologies such as Earned Value Management (EVM), in conjunction with the "softer" techniques touted by Risk Management experts can save a project from being derailed by the unpredictable reality of human intervention . As a result, project managers are constantly balancing stakeholder actions, or in some cases inactions, based on historical knowledge and anticipated future events to achieve the best results in mitigating project risk.
In this episode, we will examine how organizations can mitigate risk through effective risk and stakeholder management strategies.
Our show is divided into 2 segments.
In Part 1, we will be talking to industry insider, Rich Maltzman who has over 30 years of project management experience. He is a Senior Manager in a large telecom's Global Program Management Office, looking after the career path, certification, development, skills management, etc. for more than 2,000 project managers. His current projects include Scope Crepe, a delicious blog about project management and life, and Fiddler on the Project, a book to help project managers keep their balance atop the roof consisting of the traditional project constraints (time, budget, and so on) and the change brought about by the project – all while producing a tune to inspire the various stakeholders. Tonight he will be sharing his insights and experiences in the management of stakeholders and the mitigation of risks.
If you would like more information about coping with or mitigating project risks or developing an effective risk management strategy, then check out:
Episode 5, Creating a PMO: Coping with Risks &Uncertainties of Project Management (Part One); Episode 6, Creating a PMO: Coping with Risks &Uncertainties of Project Management (Part Two); Episode 16, Mitigating Risks in Project Management; and Episode 19, Risk Management: Why opponents to the project are your most important external stakeholders.
In Part 2, the Technology Corner, I sit down with Charlene Thompson, who has over 15 years of project management experience. She is the Vice President of Programs for the Kansas City chapter of PMI, and is a member of the PMI College of Scheduling. Currently, Charlene works for the EG&G Division of URS as Project Engineer for Alliant Techsystems (ATK) at the Lake City Army Ammunition Plant. ATK has more than 17,000 employees in 21 states and is a leading supplier of aerospace and defense products, munitions, smart weapons, propulsion and composite structures. Today, Charlene discusses how ATK uses Primavera's earned value management system to mitigate risks and manage stakeholders while performing complex, long term maintenance projects at the munitions plant.
Thanks again to our community, please keep the war stories coming.
Music Notes
1. The opening of the episode – "Catwalk" 2. Interview with industry insider – "Collins Avenue" 3. Technology Corner – "Investigation" 4. The closing of the episode – "Electric Rodeo"
Good project management means a detailed understanding of the role stakeholders play in the organizations they serve. Like most industries, the non-profit sector has it own set of rules that require careful attention when managing projects that drive its organizations. Further complicating matters, not for profit organizations are faced with an additional element outside of "the on time, within budget and within specification" mantra. Non profit organizations need to ensure that their projects adhere to their altruistic ideals while managing a mix of professional and often a group of volunteer stakeholders that are passionate to the cause they represent.
This podcast will examine how to manage stakeholders in non profit projects while serving the greater good.
Today, we sit down with industry insider, Michael Kamel, who has nearly a decade of experience in engineering and project management. Currently he is the President & Chairman of the Board of Directors of PMI Montreal, and also sits on the board of directors of the Management Consulting Division of the Academy of Management. Michael works as a Manager in Strategy & Operations for Deloitte Consulting in Montreal where his practice covers the domains of strategic planning, strategy deployment, innovation strategy and project management. Today he will be sharing his insights and war stories on managing projects and stakeholders in the non-profit sector.
We would also like to remind our listeners that it is not too late to sign up to receive a free copy of our upcoming Industry Report on new product development.
The industry report will provide project managers, engineers and executives insight into the technology and tools to develop, manage, design, and produce products from idea generation to commercialization.
If you would like to get a free copy of the report, which will be published in January, click here and complete the registration form today.
Thanks again to our community, please keep the war stories and suggestions coming.
Music Notes
1. The opening of the episode – “Perspectives”
2. Interview with industry insider – “44th Street”
Understanding who your stakeholders are and how they directly or indirectly impact a project plan requires planning that will ensure the best communication and risk management strategy facilitating the navigation of the bumps project managers will face along the road. Good project managers understand that disparate groups of stakeholders need to be best aligned together to create a powerful coalition of support. More importantly, carefully managing the risk of your opponents that are often part of this equation must be diligently monitored in order to maintain stakeholder alignment. As the expression goes – “Keep your friends close and your enemies closer.”
In this episode, we look at the relationship between stakeholder and risk management by examining the story of the Fiddler on the Roof, Cape Wind (Cape Wind opponents), and a mining project in South America.
Our show is divided into two segments:
In Part 1, we will be talking to industry insider, Rich Maltzman who has over 30 years of project management experience. He is a Senior Manager in a large telecom's Global Program Management Office, looking after the career path, certification, development, skills management, etc. for more than 2,000 project managers. His current projects include Scope Crepe, a delicious blog about project management and life, and Fiddler on the Project, a book to help project managers keep their balance atop the roof consisting of the traditional project constraints (time, budget, and so on) and the change brought about by the project – all while producing a tune to inspire the various stakeholders. In this segment he will be sharing his insights and experiences on stakeholder and risk management.
In part 2, we sit down with industry insider, Dr. Wilhelm Kross, who is a recognized expert in the fields of risk and project management. He is currently a Senior Vice President with Marsh GmbH (a subsidiary of Marsh) and President of the PMI Frankfurt Chapter. During his career, he worked as a mine manager, functional manager and risk management specialist for assignments in more than 30 countries. His current professional endeavors focus on the management of complex and troubled projects, the application and implementation of operational risk and advanced decision analysis techniques in real life environments; and lastly organizational portfolio management to better align investments, products & service offerings, projects, and operations. In this segment he will be sharing his insights and experiences in the management of stakeholders and the mitigation of risks.
Music Notes
1. The opening of the episode – “Yearbook” 2. Interview with Rich Maltzman – “Wild Card” 3. Interview with Dr. Wilhelm Kross – “Windy City” 4. The closing of the episode – “Glide”
There is a new paradigm emerging in the world of project management. Where at one time project managers were solely focused on the successful execution of the projects they managed, today project managers are expected to take ownership of the strategic objectives of their projects. In the many cases where projects drive the business, project managers are in an excellent position to align both the tactical day to day activities and the overall objectives of their projects to the strategic goals of the organization. As a result, by keeping an open mind and collaborating with team members and stakeholders responsible for the business’ strategic objectives, project managers may discover additional benefits to the project and ensure a greater and longer lasting success in the organizations’ they serve.
In this episode, we’re talking about the importance of taking ownership of strategic objectives and how metrics can help.
Our show is divided into 2 segments.
In Part 1, we will go Roaming with the Salty Dogg and examine the Alaska Purchase. This historical event exemplifies the importance of incorporating perseverance, collaboration and stakeholder management to achieve the one’s strategic objectives.
In Part 2, we sit down with industry insider, Steve Rollins. He is the Chief Project Strategist for the ALLPMO Network and chairs the Project Management Institute’s International Metrics SIG. Steve has over 35 years of project management experience and is well recognized for developing and implementing organizational governance processes that lead to bottom line improvements. Today, he will share his insights and experiences
We hope you enjoy the show and encourage you to send your questions, issues, and war stories.
Music Notes
1. The opening of the episode – “Alaska to Wichita” by WildOscar 2. Roaming with the Salty Dogg – “Seward’s Folly” by Caustic Casanova 3. Interview with industry insider – “Value” by Jimmy Targosz 4. The closing of the episode – “Immature” by Pero (418)
