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”
It is not very difficult to convince project managers of the value they bring to the table. The reality is project managers are always a piece of a bigger picture within the organizations they represent. Although many understand the the value of project management, there are equally as many within the organization that still need convincing of the role project management plays in meeting corporate objectives. In this regard, project management offices (PMOs) all face a similar predicament from their initial establishment defining their role within the organizations they serve to reaching full maturity by securing complete stakeholder buy-in and becoming true drivers of their company's success.
At the end of the day, like any other department within an organization, the PMO will be judged on its performance. For PMOs this means getting the job done in a timely fashion within budget and according to specifications, while optimizing the available resources at hand. Consequently each project success linked to the PMO will lead to perceived value and stakeholder buy-in. In other words, a PMOs maturity is based on its history of success.
In this episode, we will examine teammates, maturity, and success in the project office.
Our show is divided into 2 segments.
In Part 1, we will be talking to industry insider, Alison Mills Long, who has over 18 years of experience in project management in the financial services industry. She is a founding member of the PMI Columbus, GA Chapter, and served as vice president of Communications & Publicity as well as Chapter President. She is also an instructor for Continuing Education and The Cunningham Center for Leadership Development at Columbus State University in Columbus, GA.
Alison is currently vice president and BankCard Services Project Office Manager for a leading financial services company. In her current position, Alison's responsibilities include the overseeing new bankcard product launches, advancing soft skills, and managing compliance projects, as well as acquisition activities including portfolio conversions. Today she will share her insights and experiences in defining the role of the project management office, assessing organizational maturity and team skills, and measuring success.
In part 2, we go roaming with the Salty Dogg to examine March Madness and its effect on decision making.
Music Notes
1. The opening of the episode – “Catwalk” 2. Interview with Alison Mills-Long – “Alliance” 3. Roaming with the Salty Dogg – “Collins Avenue” 4. The closing of the episode – “East Ender”
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)
Many organizations are faced with the reality of balancing their portfolio of projects. Depending on the level of investment of time and money, both projects and their associated stakeholders are continuously competing for face time to meet their own agendas. Interestingly enough, senior project managers have expressed concerns comparing the ROI calculation of new projects versus those later into their lifecycle. In fact, new projects at the beginning of their cycle are calculated at the 75%+ ROI in contrast to the more mature projects estimated at a 10%-15% ROI. It’s no wonder that project portfolio management as a discipline and the emergence of PMOs have gained momentum in recent years in project-centric organizations.
For industries in which the development of new products is the life line of their organizations, PPM methodology has always been a critical component to their business. This is especially true for organizations in Consumer Packaged Goods industry that may have dozens of products at one time at different stages in their development. Every product is treated as a project, and with the complexity of each product the time and resources invested have challenged organizations in their ability to separate the good from the bad that lies within their portfolio of projects.
In this episode, we look at new product development in the CPG industry and we will feature a new segment entitled “Technology Corner.” Based on emails from listeners Technology Corner will feature IT project case studies and provide insights to their successful delivery. Initially the Technology Corner will make periodic appearances in our monthly shows. If it is well received, we will add it as a regular installment.
Our show is divided into 3 segments:
In part 1, we will go Roaming with the Salty Dogg and explore whether new really is better by exploring a case study in new product development.
In part 2, we will be talking to industry insider, Hugh Woodward, who has over 35 years of project management experience in manufacturing, construction and IT. Hugh will be sharing with us his war stories and insights of project portfolio management in the consumer packaged goods industry and the challenges of choosing between investments in scheduled or existing projects and new ideas.
In part 3, we will talk with Randy Banks in our first installment of the Technology Corner. Randy is a Chartered Accountant and a Certified Project Management Professional with over 20 years of business experience. Today Randy will be sharing his experiences in rescuing an Enterprise Resource Planning systems or ERP project.
We hope you enjoy the show and encourage you to send your questions, issues, and war stories.
Risks and uncertainties are inherent to all projects. It is for this very reason that there is an entire discipline devoted to
Risk Management for project managers. Successful project managers recognize the importance in taking the appropriate preventative measures to reduce predictable and unpredictable factors that can impact a project’s successful outcome. More importantly effective project managers are excellent at coping with the challenges and uncertainties that can derail their projects at any point prior to their completion. Successful project managers are masters at turning lemons into lemonade.
In this vein, our August show has been divided into two episodes that will examine risks and uncertainties in project management and the critical impact a project manager’s soft skills will have on a project’s outcome.
In the first episode the show is divided into 2 segments:
In Part 1, we will go Roaming with the Salty Dogg and explore the care and feeding of a US army transport Liberty ship torpedoed in Bali by the Japanese in WWII. This story exemplifies the reality of uncertainty and risk when embarking on a project.
In Part 2, we will bring you the first half of our interview with an industry insider. This month we will be talking to industry insider, Beth Partleton, the Director of Operations and Project Management for the Miller Brewing Company. Beth has more than 30 years of project and portfolio management experience in manufacturing and construction and her current focus is developing a better link between portfolio management and Miller’s corporate strategy. Today she will be sharing her insights and war stories around the creation and maintenance of a project management office for the Miller Brewing Company.
We hope you enjoy the show and encourage you to send your questions, issues, and war stories.
New Product Development projects often focus on the successful creation of a product that will be well received by their intended audiences. What many project managers learn quickly is that finding that perfect product that will make their organization millions of dollars is only half the battle in winning the war. The reality is it's people who determine a product’s success and not necessarily innovation alone. The manner in which project managers manage the product team, project stakeholders and customer demands will impact the ultimate fate of a product’s destiny.
In this episode, we look at how an online retailer, a technology company in the aviation industry, and a steamboat builder managed project stakeholders and customer demands in their new product development endeavors.
Our show is divided into 3 segments:
In part 1, we will go Roaming with the Salty Dogg and explore how harnessing one's customers can drive success. To illustrate the customer’s impact on a project’s success, Wayne Thompson shares the experiences of an online retailer and their incredible journey to success through crowdsourcing.
In part 2, we will be talking to industry insider, Michael Kamel, who has nearly a decade of experience in engineering management. He worked as a Project Manager at a major Aviation company before joining the professional services firm Deloitte & Touche where he works as a Manager in the Corporate Strategy Consulting practice. His areas of specialization include technology management, enterprise risk management, global strategic sourcing and strategic management. Michael sits on the board of directors of PMI Montreal and today he will be sharing his insights on project management and new product development in the aerospace and engineering arenas.
In part 3, Willie Maykett, our in-house project management specialist, will sound off in Painfully Honest with Willie Maykett. This episode’s target is Robert Fulton – the “Father of the Steamboat,” and his strategic alignment with the right people and stakeholders leading to his success where many before him failed.
We hope you enjoy the show and encourage you to send your questions, issues, and war stories.
There are many theories in terms of what separates success and failure in project management. However, the one common denominator in all theories is the human factor. Projects are driven by people, and it is people who will determine the direction and perception of a project’s outcome. Project Managers often focus on the activities that make up a project. However, organizations and stakeholders often judge success on the product or outcome of the project. Thus, project managers and PMO leaders need to recognize that group dynamics and stakeholder impact on projects. This episode will examine the critical role people play in making or breaking a project.
Our show is divided into 3 segments.
In part 1, we will go Roaming with the Salty Dogg and examine how consistently executing does not always ensure success. To do so, Wayne Thompson shares the dominant regular season success of one major league baseball team and its failure to attract fans to home play-off games.
In part 2, we talk to industry insider, Max Wideman, who has more than 40 years of project and program management experience in a wide range of projects and industries, including heavy engineering works such as hydroelectric projects and construction of major building complexes. Wideman is recognized as one of the world’s leading authorities on modern project and program management. The Wideman PM Glossary is one of the most widely-referenced lexicons of project management terms and terminology in the world. In this episode Max will be sharing with us the importance of evaluating the project and its benefits or outcome when determining success.
In part 3, our in-house project management specialist, Willie Maykett, will sound off in Painfully Honest with Willie Maykett. Willie examines the historical development of the Leaning Tower of Pisa project and its centuries of evolution from failure to success.
We hope you enjoy the show and encourage you to send your questions, issues, and war stories.
Project Managers often face the reality of choosing between doing something that will provide quick, easy results and something that will produce long-term success but require significant time and planning. It’s human nature to take the shortest road to success. Even small, quick successes can earn a project manager praise, bonuses, promotions or more importantly, support for larger, more grandiose ideas.
From the perspective of the organization, successful projects directly impact the bottom line. Organizations are challenged by delicately balancing overlapping short-, mid- and long-term goals that can make or break a project’s success. Ultimately, an organization’s project success will depend on both the soft factors such as stakeholder management and the hard factors such as project execution – being on time and within budget.
In this episode, we look at how an electronics company, a consumer packaged goods company, and a tower designer made choices between short- and long-term goals in project management.
Our show is divided into 3 segments.
In part 1, we will go Roaming with the Salty Dogg and explore how much it really costs when you get something for free. To illustrate the hidden costs and risks of getting something for nothing, Wayne Thompson shares the experiences of a British electronics company during its selection and purchase of enterprise software.
In part 2, we will be talking to industry insider, Hugh Woodward, who has over 35 years of project management experience. Hugh served two terms as Chair of the Project Management Institute (PMI) and almost six years as a member of PMI's Board of Directors. Tonight Hugh will be sharing with us the importance of project portfolio management in the consumer packaged goods industry
In part 3, Willie Maykett, our in-house project management specialist, will sound off in Painfully Honest with Willie Maykett. This episode’s target is Gustave Eiffel – the designer and project manager of the Eiffel Tower, the gateway to the 1889 World’s Fair (Exposition Universelle de 1889) and the tallest structure in Paris, France.
We hope you enjoy the show and encourage you to send your questions, issues, and war stories.
Welcome to our first broadcast of Project Management War Stories. In an effort to serve our community of project management practitioners, we have developed a podcast to create a forum in which like minded professionals can exchange ideas, experiences and insights.
Each of our shows will have a theme and be divided into 3 segments: Roaming with the Salty Dogg; an interview with an industry insider; and Painfully Honest with Willie Maykett. In this episode, we talk about the art vs. science of project management success.
In part 1, we will go Roaming with the Salty Dogg to a family owned cabane à sucre (sugar shack) in St-Cyprien, Quebec and explore the art of project management in the transformation of maple syrup into maple sugar.
In part 2, we talk to Hugh Woodward, the chairman of the PM Council and an internationally recognized thought leader in project management. His professional experience spans over 35 years and includes projects in the consumer packaged goods industry as well as the architecture, construction, and engineering arena. Hugh served two terms as Chair of the Project Management Institute (PMI) and almost six years as a member of PMI's Board of Directors.
In part 3, Willie Maykett, our in-house project management specialist, debunks the art of project management and illustrates the importance of sound science in project management through the construction of the Titanic.
We hope you enjoy the show and encourage you to send your questions, issues, and war stories.
