Hear about SmartPM, 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.

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?

Over the last couple of years, company culture has undergone significant transformation. The fact is every person on a project team has an influence on the culture. As project leaders, we shouldn’t take our responsibility to team culture lightly. We’re talking with culture expert Colin D Ellis about in-office culture, remote culture, and hybrid culture.

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,

The podcast for project managers by project managers. Matt Cooke, a lead project manager with Texas-based T&T Salvage LLC, describes the bold plan to remove the Golden Ray wreck from the Georgia coastline. Hear about the many obstacles and challenges the team had to overcome in this extraordinary wreck removal project. Table of Contents 01:19 … The Golden Ray Wreck03:30 … Meet Matt05:37 … T&T Salvage and the Golden Ray Project06:25 … Project Collaborations and Stakeholders08:38 … The Plan to Remove the Wreck10:13 … The Size of the Project11:19 … Project Timeline12:28 … The Cutting of the Wreck14:22 … Dealing With Obstacles14:41 … Safety15:35 … Ocean Tides16:36 … Weather and Environmental Protection17:27 … COVID19:19 … Risk Management Strategy22:02 … Keeping the Team Motivated23:36 … Forward Planning24:52 … Final Piece Removed26:23 … Final Destination27:28 … Reflecting on the Project29:20 … Find Out More31:11 … Closing Matt Cooke: I think my biggest job as the project manager was to keep looking ahead and trying to think about what’s next, what’s the next challenge we’re going to face, what’s the next task on our to-do list and trying to stay ahead of that because that’s where I needed to kind of keep ahead of our teams and try to make sure that then we were thinking a few steps down the road so that we weren’t coming up to those roadblocks unprepared.  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 like to bring you stories about projects and the leadership lessons and the wise advice that you can hear from industry experts from all around the world who have carried out successful projects. And one of those stories is going to be brought to us today by our guest, Matt Cooke.  Matt is an integral part of the T&T Salvage Team, he provides engineering, project management, planning, cost analysis, and operational support.  He has been actively involved in large-scale salvage and emergency response operations in the U.S. and abroad.  He was on leadership of the T&T Salvage successful removal of the Golden Ray wreck.  And he was one of the two lead project managers on this project.  And Bill’s going to tell us a little bit about this fascinating project. The Golden Ray Wreck BILL YATES:  Yes.  The Golden Ray wreck, let’s talk about that.  That’s the largest wreck removal operation in United States history.  On September 8, 2019, the Golden Ray capsized within the Port of Brunswick’s harbor shortly after getting underway.  The ship departed the dock in Brunswick shortly after midnight and had traveled only 23 minutes when she started to list.  The serious listing caused the port to close immediately.  The good news is all 23 crewmen onboard survived, including the three engineers who were in the ship’s engine room at the time of the incident. Now, the vessel, the Golden Ray, was carrying 4,200 brand new Kia and Hyundai cars that had been manufactured in Mexico. WENDY GROUNDS:  And they didn’t survive. BILL YATES:  No, they did not survive.  If you want a water-damaged Kia, yeah.  The incident was mentioned as related to a sudden loss of stability.  So if you’re wondering, you know, how did this occur, it was a sudden loss of stability, possibly due to cargo stowage and incorrect water ballasting.  It was an NTSB, National Transportation Safety Board, report in August of 2021 that determined the cause of sinking to be a combination of factors, things like incorrect figures had been entered in the ship’s stability calculation program, which was used to determine the proper levels for ballast tanks. And there was no procedure to verify those calculations.  This left the ship unstable.  And as she made a sharp turn 23 minutes into her voyage, when exiting the channel, that’s when trouble came up.  To complicate things, when the ship heeled to port,

The podcast by project managers for project managers. Hear about the three attributes of restraint: speed, thrift, and simplicity – and how these traits can add to project innovation. Dan Ward describes using a restrained approach of short schedules, tight budgets, small teams, and deep commitments to simplicity to deliver best-in-class technology that is operationally relevant. He highlights how unnecessary complexity adds complications which can reduce innovation. Table of Contents 01:40 … Dan’s Book LIFT02:46 … High-Speed, Low Cost Programs in the U.S. Air Force04:28 … MITRE Innovation Toolkit06:12 … When it’s Not All About The Bass08:25 … Project Success on a Shoestring Budget13:33 … Speed, Thrift, and Simplicity16:03 … Unnecessary Complexity Reduces Innovation22:00 … Innovation Requires Diversity25:06 … Stay on Track with Innovation28:03 … Status Reporting32:19 … Eating the Failure Cake36:09 … Get in Touch with Dan37:09 … Closing Dan Ward: ...it turns out we get better results, more innovative results, more impactful results, when we move in the direction of speed, thrift, and simplicity, rather than moving in the direction of spending more time, more money, making things more complicated.  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. We have a special guest.  His name is Dan Ward.  And he’s an innovation catalyst at the MITRE Corporation.  Dan previously served for more than 20 years as an acquisition officer in the U.S. Air Force, where he specialized in leading high-speed, low-cost technology development programs.  Dan retired at the rank of Lieutenant Colonel.  While he was on active duty he helped establish the Air Force Research Laboratory’s rapid innovation process. BILL YATES:  Dan Ward is also the author of three books.  We’ll talk about “LIFT” specifically in the podcast that he released in 2019; “The Simplicity Cycle,” 2015; and “F.I.R.E.” in 2014. WENDY GROUNDS:  In our conversation with Dan we have a particular theme of innovation and managing complexity. BILL YATES:  Yeah.  So Dan has researched, of course his career was dedicated to this as well, and he’s written books on this idea of innovation and applying innovation to various environments.  Certainly for project managers we can look at this, and we’re going to share some advice and learn some lessons from this man as we talk about innovation and how to apply it to our projects. WENDY GROUNDS:  Hi, Dan.  Welcome to Manage This. DAN WARD:  Wendy, thanks so much for having me.  I’m looking forward to this chat. Dan’s Book LIFT WENDY GROUNDS:  Yeah, no, we are happy to have you.  And first thing we want to talk to you about is your books.  You’ve written a few books.  And your latest one is called “LIFT.”  Can you tell us a little bit about that? DAN WARD:  Yeah, absolutely.  So “LIFT” was such a fun book to write.  And it takes a close look at what I think is a really interesting part of history, the late 1800s, and then specifically the people who were trying to build airplanes in the decades immediately prior to the Wrights.  So all of these people failed.  None of their airplanes actually flew.  That wasn’t until 1903 when the Wrights had their first successful airplane. But these experiences, these experiments, and the way they handled their failures have a lot of really interesting applications for challenges people are working on today.  So in terms of like solving hard problems, managing intellectual property, collaboration, diversity, equity, and inclusion.  You know, we think we invented that.  No.  They were dealing with those types of issues in the late 1800s.  So really, anyone who’s trying to solve an unsolved problem or just even just a really hard problem, we can learn a lot from these aviation pioneers in the late 1800s.