The podcast by project managers for project managers. Two important interpersonal skills for project professionals to sharpen are negotiation and persuasion. Before you embark on your next stakeholder negotiation or try persuade an unyielding team member, take a listen to Carlene Szostak as she talks about successful negotiation and persuasion. Table of Contents 01:45 … Meet Carlene02:38 … Types of Project Negotiations03:40 … The Traits of a Good Negotiator04:38 … Preparing for the Negotiation Process05:45 … Finding the Why07:29 … Listen Well10:26 … Enhance Your Negotiating Power12:43 … Dealing with Unethical Tactics14:59 … Reading Body Language16:12 … Negotiating for a Project Extension17:02 … Traps to Avoid in Negotiations18:48 … When Negotiation Stalls21:57 … Kevin and Kyle23:13 … Factors for Successful Persuasion24:40 … The Right Mindset for Persuasion26:37 … Dealing with a Confrontational Person28:46 … Persuasion vs. Manipulation30:46 … Tips to Persuade an Owner or Stakeholder32:31 … Challenges Facing PMs Today34:01 … Contact Carlene34:30 … Closing CARLENE SZOSTAK: ... Well, with technology and with the ability to reach people regardless of where they are in the organization, those walls have come down.  And people that are in the position of power want to hear from the people closest to the projects.  So therefore the permission has been granted.  All we have to do is step into it. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  My name is Wendy Grounds, and with me in the studio is Bill Yates.  And we’re so glad you joined us today.  If you like what you hear, we’d love to hear from you.  You can leave us a comment on our website, Velociteach.com; on social media; or whichever podcast listening app you use. Our guest today is Carlene Szostak.  She’s a business leader, she’s a consultant, author, and an educator.  She’s an established senior leader with a broad range of experience managing people, process, and technology.  So we’re going to talk about negotiation and persuasion. BILL YATES:  You know, Wendy, one of the things that we’re talking about is the importance of getting to know the other person that we’re negotiating with.  And one of the books that I’ve read on negotiation is by Chris Voss.  It’s “Never Split the Difference.”  In that he offers some questions that I think are helpful for me when I’m thinking about a negotiation, and what does the person on the other side of the table want?  Here are some of these questions.  This is just food for thought. “What about this is important to you?  How can I help to make this better for us?  How would you like for me to proceed?  What is it that brought us into this situation?  How can we solve this problem?  How am I supposed to do that, that thing that you’ve asking?”  These are just some questions that are food for thought for those that are trying to get in the mindset of that person on the other side of the table. Meet Carlene WENDY GROUNDS:  Carlene, welcome to Manage This. CARLENE SZOSTAK:  Thank you so much for having me. WENDY GROUNDS:  Won’t you tell us how you got into project management? CARLENE SZOSTAK:  So my career started with the NFL.  Again, that had nothing to do with project management, but that experience segued me into working for a Fortune 50 company that had multiple moving parts.  And our senior leadership did not believe in project managers.  We hired the team, the team did the work, and that’s it.  And one very excited and future-looking leader on the C Suite came in and said, “Well, why don’t we just test the model?”  I had the opportunity in my region to actually get a project manager to work for me, and they opened our eyes on the things that we didn’t even consider we had to do or think about.  And ever since then I have been passionate about making sure that organizations have project management influence in anything that’s touched that makes a diffe...

The podcast by project managers for project managers. As a project professional, are you creating an inclusive, high-performing team that builds on each individual’s strengths? Hiren Shukla, the founder of Neuro-Diverse Centers of Excellence at Ernst & Young Global, talks to us about how to support neurodiversity on project team. Hiren shares the remarkable impact of this innovation at EY as they are tapping into the significant skills of the neurodiverse community. Table of Contents 02:07 … Defining Neurodiversity03:40 … What Inspired Hiren?05:17 … Recruiting Neurodiverse Talent at EY07:30 … Training for All Team Members11:38 … Reconfiguring Hiring Processes13:14 … Creating a Stronger Team14:36 … Masking Neurodiversity17:41 … Awareness in Education20:59 … Psychological Safety24:51 … Disclosing Neurodiversity to an Employer27:58 … Improving Morale30:11 … Kevin and Kyle31:52 … Interview Process Accommodations36:13 … Source, Skill and Support42:04 … Find out More43:51 … Closing HIREN SHUKLA: And when one of our team members said to us, and we had hired her, and she said, “When I’m at work, I feel comfortable because I can take the mask off.  I can just be myself.”  Well, this was really powerful.  And we know when people feel comfortable; these are when the most innovative, transformative ideas and solutions come to bear.  And so literally this is creating and unlocking innovation capacity that already exists in our organization, in our communities. WENDY GROUNDS:  You’re listening to Manage This.  My name is Wendy Grounds, and with me in the studio is Bill Yates.  This is the podcast about project management.  If you like what you hear, we’d love to hear from you.  You can leave us a comment on our website, Velociteach.com, or on social media, or whichever podcast listening app you use.  That really helps us out. Today we’re talking with Hiren Shukla.  Hiren’s experience spans more than 20 years across accounting, strategy, automation, innovation, and change management.  He currently leads internal automation and innovation efforts at Ernst & Young and is the founder of the Neuro-Diverse Centers of Excellence at EY Global.  As a project professional, are you creating an inclusive team that builds on each other’s strengths to create the most successful high-performing project teams?  That’s something that we’re looking to answer today. BILL YATES:  That’s so true.  And Hiren, of course he works with E&Y, and possibly no company in the world is doing a better job at attracting neurodivergent talent to drive innovation than Ernst & Young.  Hiren is an expert in neurodiversity.  And as he describes, he didn’t think this was where he was headed in his career, but that’s where he ended up. WENDY GROUNDS:  And he’s very passionate, and we think he has some really good advice.  Whether you are neurotypical or neurodiverse, this is definitely a podcast for you.  Hi, Hiren.  Welcome to Manage This.  Thank you so much for joining us. HIREN SHUKLA:  I’m so excited to be here today, Wendy. Defining Neurodiversity WENDY GROUNDS:  We’re looking forward to digging in to talking about neurodiversity, but I just want to ask if you could start out by explaining what the term means, neurodiversity, and what that encompasses. HIREN SHUKLA:  Thank you for asking that.  I know definitions are really important.  And let me describe it this way.  Neurodiversity is like biodiversity.  It represents, though, the realm of cognitive differences in the world.  So neurodiversity effectively is all of us, and under that umbrella there’s really two main portions of society.  Probably 80-85% of the world are neurotypicals, individuals like myself.  We converge in our social thinking and communication style. About 15-20% of the world’s population would be considered neurodivergent or neurodistinct.  These terms are interchangeable.  These are individuals that, as you can hear, do not converge necessarily in social thinking ...

The podcast by project managers for project managers. Why do delays on construction projects continue to occur? Hear about SmartPM Technologies, a real-time automated analytics platform, which analyzes complex construction schedule data via machine learning to uncover actionable insights so construction firms can reduce delays and improve project outcomes. Table of Contents 02:41 … Why SmartPM?06:56 … Why do Construction Delays Occur?09:49 … SmartPM Primary Customer13:53 … How SmartPM Works15:18 … Scoring Model18:16 … The Owner’s Perspective23:28 … How SmartPM Identifies Risks28:04 … Kevin and Kyle29:26 … Only for Construction Projects30:35 … Mike’s Personal Motivation33:50 … Contact Mike34:42 … Introducing Dave Kirchheim a SmartPM User36:02 … SmartPM Experience37:31 … Data Input and Output39:27 … The SmartPM Impact on a Project40:44 … Most Helpful Features41:55 … Takeaway as a User43:51 … Closing MIKE PINK: But having something that can sit in the middle to produce good conversation that’s factually accurate, actually, you know, it needs to be factually accurate, produces actually better results.  You would think a lot of our owner customers feared it was going to start arguments.  But what they realized was when you throw something down in the middle of you that has an analysis that really supports your concern, they will take it seriously because they take you seriously.  But when you don’t have that, you really have opinion; right?  So that’s been the difference. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  Thank you for listening.  If you like what you hear, you can leave us a comment on our website Velociteach.com, on social media, or whichever podcast listening app you use.  This is where we interview top experts and project managers to get their unique perspectives.  My name is Wendy Grounds, and joining me is Bill Yates.  Today we’re talking to Mike Pink.  Mike is the CEO of SmartPM Technologies, a construction schedule analytic software provider. BILL YATES:  Yeah.  And it’s interesting to note that before founding SmartPM, Mike worked as a consultant for 17 or more years at Deloitte and at KPMG.  He was helping commercial construction firms with forensic delay analysis.  That’s what led him to think about SmartPM.  So he became a leading expert in construction risk management and then started thinking about how do I use this information to help construction projects go better. WENDY GROUNDS:  Yeah.  So this is particularly for our construction project managers, but I think there’s a lot of lessons that Mike shares which are good for everyone.  In 2019, SmartPM launched its Schedule Optimization Platform, and this analyzes complex construction schedule data via machine learning.  And it helps to uncover actionable insight so construction firms can reduce delays and improve project outcomes. Also in this podcast we’re going to have a little chat with Dave Kirchheim.  He and his company have been using SmartPM, and so he’s going to give us his feedback from that. BILL YATES:  Yeah, we thought it’d be great.  Talk with the founder of the company, the one that really inspired the creation of the software; and then talk with a user, a customer, and see how they’re using it and how it’s changed their project management discipline. WENDY GROUNDS:  Hi, Mike.  Welcome to Manage This.  Thank you for being our guest. MIKE PINK:  Well, thank you for having me.  I’m excited to be here. Why SmartPM? WENDY GROUNDS:  You created the software called SmartPM.  Why did you create this platform? MIKE PINK:  Well, it’s a long story.  Try to make it quick.  I got out of college back in 2001.  I was an industrial engineer, and I got a job at KPMG in their construction solutions group, which is consulting. And  I didn’t really know what it was all about.  I just knew that it was an interesting opportunity.  It was in New York City,

The podcast by project managers for project managers. Lessons learned from a space crop production project to develop sustainable fresh food systems, in support of long duration space missions beyond low Earth orbit. We’re exploring the world of astrobotany and the challenges of this unconventional project. Table of Contents 02:38 … Meet Ralph05:05 … Project Management Role at NASA08:30 … Space Crop Production09:44 … Project Stakeholders11:35 … Tailoring the Pitch12:39 … Growing Plants in Space16:46 … Plant Growth Substrate19:16 … Regolith23:15 … Types of Plant Crops for Space27:42 … Kevin and Kyle29:09 … Understanding Both Sides of the Project33:34 … Further Testing36:15 … Project Simulation Funding37:59 … Making the Most of Opportunities40:51 … PM Lessons Learned43:26 … Find out More44:34 … Closing RALPH FRITSCHE: I think it’s an advantage not having too much of a foothold in any camp because what it does is you bring a bias with you that you have to work through.  Not having that bias gives you the ability to understand the passions that each side brings to the table and to try to balance those.  Because personalities are such that I might have an engineer who’s very knowledgeable and demonstrative, and they may override the plant scientist person.  And you have to be able to see that dynamic if it happens and try to balance that out.  So it’s really almost acting like an orchestra leader trying to understand when the right time to engage one group versus another. WENDY GROUNDS:  Hello, and welcome to Manage This, the podcast by project managers for project managers.  Thank you for joining us today.  This is where we interview top experts and project managers to get their unique perspectives.  My name is Wendy Grounds, and joining me is Bill Yates, who likes to dig deep into complex issues that project managers face today.  If you like what you hear, we’d love to hear from you.  You can leave us a comment on our website, Velociteach.com, on social media, or whichever podcast listening app you use. Our guest today is Ralph Fritsche.  He is with the National Aeronautics and Space Administration, which we commonly call NASA; and he’s a space crop production and exploration food systems project manager.  And he’s leading the efforts to develop sustainable and reliable fresh food systems in support of long-duration space missions beyond low Earth orbit. BILL YATES:  This is so fascinating.  This conversation with Ralph is just something I’ve been looking forward to because, I mean, Wendy, you and I, neither one of us are really green thumbs.  We can kill stuff. WENDY GROUNDS:  No, no, I’m really bad.  I’ve been trying so hard. BILL YATES:  Yeah.  And here we’re going to talk with Ralph about growing stuff in space.  And it has to be edible, and it has to be the ultimate in terms of nutritious and tasty and sustainable and zero waste.  It’s like, ah, what a problem to solve, and what an interesting project to address. WENDY GROUNDS:  It’s such an interesting project because we spoke to Philippe Schoonejans a few months ago, and he was telling us it can take over eight months to get to Mars.  So it’s not like you can stop midway and resupply and get your fruit and veggies.  So Ralph’s team is trying to develop sustainable fresh food systems for these astronauts. BILL YATES:  Yeah.  And Ralph’s had a 40-year career with NASA.  He’s done a little bit of everything, and he mentions a few of those in our conversation.  But talking about this latest project challenge for him is just mind-blowing. Meet Ralph WENDY GROUNDS:  Hi, Ralph.  Welcome to Manage This.  We’re so glad you’re joining us. RALPH FRITSCHE:  Thank you very much.  Pleasure to be here. WENDY GROUNDS:  Before we get talking about astrobotany, and I’m so geeked out about that, I want to find out a little bit about you.  Can you tell us about your career path?  Have you always been interested in space? RALPH FRITSCHE:  So,

The podcast by project managers for project managers. Andy Crowe shares project management advice and reflects on 20 years of training project managers at Velociteach. Hear about his bold move to step away from a successful project management career to launch Velociteach, and what he learned along the way. Listen in for tips on how to find balance if you’re overwhelmed, dealing with uncertainty, and managing changes. Table of Contents 01:20 … Behind the Book03:05 … Comparison to Other PMP Exam Textbooks05:05 … Defining Success05:48 … Lessons Learned Starting Velociteach07:14… Challenges that PMs are Facing Today11:07 … Kevin and Kyle12:45 … Most Successful Project13:31 … Project Manager Competencies15:33 … Acquiring the Technical Knowledge17:15 … Tools and Techniques18:52 … A Team Replaced or Project Cancelled?21:07 … The Overwhelmed Project Manager22:50 … Finding Balance25:19 … Managing Changes and Unpredictability29:07 … Best of Project Management30:15 … Closing ANDY CROWE: To me it’s such a joy to bring order into chaos.  It’s such a joy to deliver a solution, to make something, to build something.  I love that.  WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  We are so glad you’re joining us.  If you like what you hear, please visit us at Velociteach.com, where you can leave a comment on our Manage This Podcast page.  My name is Wendy Grounds, and here in the studio is Bill Yates and Andy Crowe.  Bill, this is a very special day today; isn’t it. BILL YATES:  Yes, we’re celebrating 20 years, a 20-year birthday or... WENDY GROUNDS:  Love birthdays. BILL YATES:  ...anniversary for Velociteach.  That’s right, Velociteach started up in September of 2002.  And we just wanted to invite Andy into the studio just to pause and reflect on 20 years of Velociteach, and then ask him some personal questions; you know?  What makes a project manager successful?  What’s it like when your project gets canceled?  Tell us about starting a business.  So this will be a fun conversation, just to get inside the brain of Andy Crowe, CEO of Velociteach. WENDY GROUNDS:  And I think he has a lot of great advice for younger project managers or project managers who are struggling.  He has some really good advice.  So take a listen. Behind the Book Hi, Andy.  Welcome back to Manage This. ANDY CROWE:  Thank you.  I’m excited to be here. WENDY GROUNDS:  Yeah, we’re excited to talk with you today.  So Velociteach, it all started with a book.  And writing a book is a huge project.  Could you tell us a bit about your book, “The PMP Exam:  How to Pass on Your First Try,” and your motivation to write it? ANDY CROWE:  You know what, I was motivated because when I read other books I wasn’t happy with them.  And they didn’t explain things the way I did.  So, you know, certainly there were a lot of resources out there, and people definitely passed the PMP before this.  But it was something that I like to explain things.  I love to write.  I just write a lot regardless.  And so it was a good marriage of things.  As I was going through, I took all of my notes that I had used previously to study for the PMP and kind of put them to use and organized them.  And then it evolved over time. BILL YATES:  I’ve known you for a while, and I think that’s a  natural evolution for you.  That’s part of your DNA is you look at something, you go through something personally like the PMP Exam.  And you go, you know what, I think I would have done better if I’d had this, or if.  It makes sense to me that you would go through that, pass the PMP Exam, and then go, you know, I think I could write a book about this. ANDY CROWE:  Well, and also, you know, it was something that, as I’m going through trying to explain things, there were just things that I thought I would love to have stated that differently.  I would love to have explained this a different way.  And so, you know,

The podcast by project managers for project managers. Who looks out for the owner’s interest to achieve project success while maximizing project value?  In this episode Herbert Marshall talks about differentiating project oversight from project management. We look at some best practices for project oversight from the perspective of an owner or client. Table of Contents 01:44 … Nuclear Power Plant Project Role02:55 … Lessons Learned from Project05:00 … Defining Project Oversight06:09 … Project Oversight vs. Project Management Roles08:24 … Project Oversight Independence10:32 … Inspiration for the Project Oversight Guide13:40 … Oversight Advice16:36 … The Role of the Oversight Professional21:10 … When to Add an Oversight Professional24:30 … Project Oversight Examples28:30 … Get in Touch with Herb29:47 … Closing HERB MARSHALL:  So the project outcome as measured by an owner won’t exactly align with the success factors of the project outcome for the contractor, nor do the risks perfectly align.  And so that creates a natural tension between the two.  And if not done right, there ends up being winners and losers. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  We’re glad you’re joining us.  If you like what you hear, please visit us at Velociteach.com and leave us a comment on our Manage This Podcast page.  I’m Wendy Grounds, and joining me is Bill Yates. BILL YATES:  Hi, Wendy. WENDY GROUNDS:  Hi, Bill.  So today we have an interesting guest; don’t we? BILL YATES:  Yes, we do.  Herb Marshall is our guest.  He’s a retired nuclear-navy officer and a former lead field assistant for the Department of Energy, Naval Reactors.  He’s got over 20 years of experience overseeing major capital projects, including construction, fabrication, logistics, overhaul, operations, maintenance, and vessel decommissioning and dismantlement. Herb brings a wealth of knowledge to us.  And we’re going to talk about something that I bet none of our listeners have really considered before, and the topic is project oversight.  So we’re going to distinguish or delineate project oversight from project management and talk about this gap that Herb has seen in the marketplace with projects, which is many times we don’t really have someone representing the owner.  So we’re going to talk about that with Herb. WENDY GROUNDS:  Yes, it’s going to be interesting.  And Herb wrote a book.  It’s called “The Project Oversight Guide.”  And we’re going to talk to him a bit more about that, as well.  Hi, Herb.  We’re so thrilled to have you join us today. HERB MARSHALL:  Thank you for having me. Nuclear Power Plant Project Role WENDY GROUNDS:  To start off with, let’s get a little bit about your background.  You were previously hired as the chief architect of the project oversight model for a billion-dollar decontamination and dismantlement of a U.S. commercial nuclear power plant.  Can you describe your role on that project? HERB MARSHALL:  Oh, sure.  Well, I was brought in when they were struggling in the beginning, and they decided we need some subject matter expertise if we’re going to oversee this contractor doing this decommissioning while we’re retaining the nuclear license.  So I began where you probably need to begin, which is designing the organizational structure, working with the leadership, writing the job descriptions for the oversight staff and management positions.  And then I worked with various department heads and wrote about 20 or so of the protocols and processes, developed the key performance indicators, the reporting structure, the project management manual, and developed and administered about 40 hours of training.  I also developed an Oversight Professional Certification Program and chaired the final certification oral boards for those would-be candidates. Lessons Learned from Project WENDY GROUNDS:  So what was your lessons learned from this experience?

The project management podcast by project managers for project managers brought to you by Velociteach PMP exam prep. Culture expert Colin D Ellis talks about in-office culture, remote culture, as well as hybrid culture, and how we can shift our mindset from where we work to how we work. Hear about managing team culture and creating a space for safety where everybody succeeds. Table of Contents 02:25 … Defining team Culture03:20 … Everyone has a Role in Culture04:38 … How a Leader can Influence Culture06:26 … Managing In-Office Team Culture11:02 … Why are People Reluctant to Return13:31 … Rebuilding Culture16:10 … Managing Remote Team Culture19:36 … Engaging Remote Team Members21:50 … Psychological Safety within Remote Teams24:07 … Connecting New Hires to the Culture27:37 … Managing Team Culture in Hybrid Environments30:06 … Even the Playing Field32:49 … Learn a New Skill Set34:54 … Getting Buy-In from Upper Management33:30 … Advice for Younger Project Managers37:58 … Get in Touch with Colin39:16 … Closing COLIN ELLIS:  So hybrid work is a different way of working.  And so it’s crucially important that managers fundamentally understand what the differences are, what the risks are, but also what the opportunities are so that they can do it properly.  WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  My name is Wendy Grounds, and we’re talking with Colin D. Ellis.  And Colin has been a guest of ours in the past.  On Episode 89, Keys to Success and Being a Good Human, Colin joined us from Melbourne, Australia.  And he’s joining us again today.  Colin has more than 20 years’ experience building and leading teams in public and private sector organizations.  And he just loves helping people to be their best selves and bring that to work each day. We’re going to be talking to him about company culture.  There’s been so many changes in company culture over the last couple of years.  And so we’re going to address in-office culture, remote culture, as well as hybrid culture and how we can shift our mindset from where we work to how we work.  Colin and Bill are both joining us via Skype today. Hi, Colin.  Welcome back to Manage This.  It’s so good to have you back. COLIN ELLIS:  Thank you, Wendy.  It’s lovely to be back. WENDY GROUNDS:  What have you been doing in the interim, since we last spoke to you?  What’s happening in your life? COLIN ELLIS:  Oh, I mean, where do you even start?  It was like, things have been pretty normal, I haven’t really done anything.  Yeah, things have been just a little bit crazy.  I think like everybody else in the pandemic, especially those people who work for themselves, there was that period of uncertainty right at the start, like, oh.  What do we do about developing our staff?  Let’s just put everything on hold.  And that was, you know, the way it was for me.  We dealt with some pretty severe COVID issues back with our family in the U.K.  And we kind of got through that.  And then all of a sudden the work came roaring back. I think for someone like me, who does a lot of work in workplace culture and still keep my hand in in the project management world, I think what COVID did was really shine a light on either some of the things that were broken within cultures or else some of the things that just needed to be tweaked to make sure that people could keep delivering and keep being as productive as they can be. So, you know, what’s changed in the sense that I did more virtual work than I’ve ever done before, but I was well set up for it, so that was a relatively easy transition.  And just enjoying being back amongst people again. Defining Team Culture WENDY GROUNDS:  Well, we want to dig into talking about company culture, and you were the person we thought would be an expert to give us some great advice.  But before we head into talking about company culture, could you give us just a really good definition?

The podcast by project managers for project managers. As a project manager, do you have an obligation to support your team members’ development for the duration of your project assignment?  In this episode, Lisa DiTullio explains how to effectively coach team members and still get the work done. She describes how to create a learning, collaborative environment for your team, which will benefit each individual and the project delivery. Table of Contents 02:05 … Meet Lisa03:26 … Defining Coaching05:16 … Changing Landscape for Project Managers07:33 … Traditional Approach to Managing Projects09:45 … How to Coach and Deliver Successful Projects12:35 … Coaching Project Fundamentals16:40 … Asking the Right Questions18:04 … How to Evolve as a Manager Coach20:06 … Listen More, Talk Less21:58 … Coaching Through the Life of a Project25:01 … Fitting in a New Team Member29:40 … Keep it Simple to be Successful30:47 … Get in Touch with Lisa31:55 … Closing LISA DITULLIO:  And if they challenge you, like, “Well, wait a minute, you know this, can’t you just tell me,” you have to be prepared to be able to go back and say, “But when I give you the permission and the opportunity to think about this on your own, you will never forget it.  You will own it.  It is yours.  And then you can build off of that, and you can continue to succeed.” WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  This is our bimonthly program, where we like to talk about what matters to you as a professional project manager.  And we’re so glad you’re joining us.  If you like what you hear, please visit us at Velociteach.com and leave us a comment on our website. I’m Wendy Grounds, and joining me is Bill Yates.  Our guest today is Lisa DiTullio.  Lisa is the principal of Project Chalk Talk.  She has over 25 years experience in establishing PMO and Portfolio Management models. She is also the author of several books and a regular contributor to industry blogs and various podcasts.  As past VP Portfolio and Program Management of Foundation Medicine, Lisa built the PMO from the ground up.  As past director of the PMO at Boston-based Harvard Pilgrim Healthcare, Lisa was a core member of the turnaround team for an organization that went from being placed in state-supervised receivership in 1999 to being the number one health plan in America in U.S. News & World Report many years in a row.  So we’re going to talk with Lisa about the project coach. BILL YATES:  Yeah, some of these questions are going to be along the lines of, okay, do project managers also have an obligation or a responsibility to support team members’ development?  We’ve got to deliver successful projects.  What about our team members and their development?  It’s an opportunity to support team members’ development through coaching for the duration of the project assignment.  But again, you’ve got to find that balance of getting things done.  So we’re going to ask Lisa how coaching can be done simply, without getting in the way of successful project delivery. WENDY GROUNDS:  Hi, Lisa.  Welcome to Manage This.  Thanks for being our guest.  LISA DITULLIO:  Thank you so much for having me.  I’m thrilled to be here. Meet Lisa WENDY GROUNDS:  We’re excited to talk on this topic.  But before we get there, can you tell us about your current work? What are you doing right now, and how you got into project management? LISA DITULLIO:  I fell into the profession like many of us have, which is totally by accident.  I never grew up thinking I was going to be a project manager.  Didn’t even know what a project manager was.  And in typical form, most folks who are good at their day job get rewarded by being assigned a project.  And that’s exactly how it happened.  I had no background.  I had no training.  And I just knew that I had to deliver a lot of work within a certain timeline.  And I knew that the pressure was on,

How is Agile relevant beyond IT? Alan Zucker explains how agile roots are in the Lean manufacturing movement as he shares about the application of agile practices for non-technology projects. He talks about agile as a mindset, the Gemba Walk, House of Lean, transparency in teams, value stream mapping, and much more. Recently Alan launched a new Velociteach InSite course: Agile Beyond IT, a hands-on application of agile practices for non-technology challenges. Table of Contents 01:59 … Agile Beyond IT03:09 … Blurring the Lines between Traditional and Agile06:04 … Fusion Cooking and Project Management07:21 … Agile as a Mindset not a Methodology10:19 … Self-Organizing and Self-Managing11:32 … Empowering Team Members12:36 … Iterative and Incremental15:12 … Iterative and Incremental in Non-IT Projects15:21 … The House of Lean17:43 … Transparency in Healthy Teams19:22 … The Gemba Walk22:53 … Agile Manifesto beyond IT24:59 … 12 Agile Principles beyond IT27:41 … Dignity28:49 … Value Stream Mapping in Non-IT31:39 … Advice for New Leaders32:57 … Get in Touch with Alan34:19 … Closing ALAN ZUCKER: Another is trusting the wisdom of the team, recognizing that you don’t need to come up with all the answers, or potentially even any of the answers; that your strength lies in bringing out the experience and knowledge of everybody else on the team. WENDY GROUNDS:  You’re listening to Manage This.  My name is Wendy Grounds, and with me in the studio is Bill Yates.  This is the podcast about project management.  We are excited to bring our guest to you today.  This is actually someone we’ve had before. BILL YATES:  Yes. WENDY GROUNDS:  Alan Zucker is joining us.  He’s a certified project management professional.  He’s an Agile Foundation certificate holder, a Scrum Master, a Scaled Agilist, as well as a keynote speaker. BILL YATES:  We have a course that we are launching.  This one is called “Agile Beyond IT.”  It’s a part of our self-paced training in InSite.  Alan created the “Fundamentals of Agile” course for us, and the feedback was always positive, and sometimes he’d get the comment, “I don’t work in technology, so how does this apply to me?”  Well, that’s something that he’s dealt with a lot in some of the consulting and other training that he’s done for organizations. For several years Alan’s helped clients use agile principles and practices in diverse non-technology fields, everything from construction to not-for-profits.  These experiences are the basis for this class.  And he pulls some of the concepts from the agile principles and says, “Okay, here’s the principle.  How can we apply this beyond IT?”  Very practical, great advice. Alan has got multiple agile certifications from PMI, the Scrum Alliance, Disciplined Agile, and Scaled Agile.  He’s created courses for us.  He instructs for us.  He is in the classroom.  In fact, as we wrap up this session today, he’s going to begin a four-day PMP prep class for us.  And we’re delighted to have him with us. WENDY GROUNDS:  Hi, Alan.  Welcome to Manage This once again.  Thank you for joining us. ALAN ZUCKER:  Hi.  It’s great to see you guys again. Agile Beyond IT WENDY GROUNDS:  Now, we’ve just mentioned that you have completed a course for us, “Agile Beyond IT.”  And we’re very excited to publish this one.  It’s an excellent course.  Could you give us a little bit of a background for this and why you picked that name for the course? ALAN ZUCKER:  Sure.  So a few years ago I created a “Fundamentals of Agile” course for Velociteach.  And it’s been very popular.  But as we were looking at some of the comments that people left, people were saying, “Well, this was a really great course, but it was all about technology, and I’m in a non-technology area.  How can I use agile?”  So we had some conversations, and we put together a course for people that aren’t in technology.  And it just so happened that around the same time I was thinking,

The podcast by project managers for project managers. How to flourish in your leadership role as your best self, inspire excellence in your team, and lead a highly fulfilled life.  “Arriving” is everything required to get into a position, but to stay successful, it is necessary to embrace the skills needed to “thrive” in that position. Listen in for useful advice on how to Arrive and Thrive and succeed in your leadership role. Table of Contents 01:47 … Arrive and Thrive - The Book04:15 … Who Should Read this Book?04:38 … Co-authors and Collaborations05:54 … Skills to Thrive08:36 … The Harsh Inner Critic11:29 … The Self-Centering Practice15:19 … Thriving and Combating Systemic Barriers19:53 … Lead with Our Best Self22:37 … Cultivating Courage25:16 … Instill Courage in Others27:18 … Becoming More Self-Aware29:34 … Reflective Sense-Making31:44 … Susan’s Lessons Learned33:56 … Get in Touch with Susan34:57 … Closing SUSAN MACKENTY BRADY:  ... we can’t control and change other people.  It’s annoying, but it’s true.  People don’t like to be controlled.  But we can make choices about how we show up.  So what we want to do is we want to narrow the gap between the time we are triggered and the time we react, enough to take pause between stimulus and response.  That’s it.  WENDY GROUNDS:  Welcome to Manage This.  This is the podcast by project managers for project managers. I’m Wendy Grounds, and with me in the studio is Bill Yates.  BILL YATES:  Yes.  Our guest is Susan Mackenty Brady.  She is the Deloitte Ellen Gabriel Chair for Women and Leadership at Simmons University, and the first Chief Executive Officer of the Simmons University Institute for Inclusive Leadership.  As a relationship expert, leadership well-being coach, author and speaker, our guest Susan educates leaders and executives globally on fostering self-awareness for optimal leadership. WENDY GROUNDS:  The reason we’re talking to Susan today is she has sent us a book called “Arrive and Thrive:  7 Impactful Practices for Women Navigating Leadership,” which she has co-authored with Janet Foutty and Lynn Perry Wooten.  You know, women who arrive at the top should be able to thrive at the top.  There’s a lot of talk about how to get there.  But then once you get there, are you just surviving, or are you thriving in those positions as women in leadership?  And so we hope that this is going to be a really helpful book and a helpful conversation to women who are project managers and trying to figure out how to flourish in leadership roles today. BILL YATES: Yeah, I can attest.  There’s great value in this book, regardless of male or female. WENDY GROUNDS: Susan, welcome to Manage This.  Thank you so much for being our guest. SUSAN MACKENTY BRADY:  Thank you for having me. Arrive and Thrive - The Book WENDY GROUNDS:  Yeah, we’re excited to talk about this book. To start off, won’t you tell us why you wrote this book? SUSAN MACKENTY BRADY:  You know, there’s two answers to that question.  You want both?  There’s first a real answer about how it came to be, which was because I am not an academic.  I have been in business and specifically in leadership development.  I’ve been a student and teacher of leadership since I can recall.  I’ve a Master’s in Behavioral Science and Leadership Education.  And I have to say, when I came to Simmons University and was awarded the endowed chair, it’s the Deloitte Ellen Gabriel Chair for Women in Leadership, my first question is what does one do to be worthy of an endowed chair in an academic environment?  Because I actually didn’t know that non-PhDs were awarded chairs.  Apparently it’s more common than we know. But my answer was whatever you want it to be. So it was actually around a talking circle with two senior partners from Deloitte and the current President of the University, who awarded me the chair.  And we’re all C-level.  We’ve run organizations.  We’ve run business units,