Ask Cadence: The Project Management Podcast

There is a fear and misconception that project managers without technical or engineering skill will put the projects they manage at risk. Further, that organizations that adopt project management across the company, the only kind of project manager that surfaces will be the non-technical sort. John Patton and Pete Wright take on the fear, not to defend the non-technical project manager, but to give you ideas on how to best integrate the non-technical project manager into a smart, technically-focused project organization.

For 35 years, John Patton has been serving and supporting the Project Management Institute, both as CEO of Cadence Management Corporation, and as a professional project manager and researcher of the field. Join John Patton and Pete Wright as they reflect on the history of PMI and the role of the organization in the life and work of project managers around the world.

During the execution phase of the project, the team is stretched by the customer to add to scope. It’s causing strain on the team and putting pressure on the schedule. Jay Christensen and John Patton discuss the critical importance of scope definition in planning, and how to manage the complex client relationship that evolves after profile development is complete.

The transition from project mode into operations is often every bit as critical as planning the project itself. John Patton and Jay Christensen take on this issue, and provide options for bringing transition planning back into the planning process, and under control.

Lack of timely decision-making can cause rework and re-scoping on projects. Jay Christensen and Pete Wright take on this challenge from a course attendee and offer suggestions for maintaining team focus and strong communication up and down the project hierarchy.

You know the project is coming, but it hasn't been authorized. As the window to deliver closes, how do you push sponsors to move the project forward before the schedule slips? Jay Christensen and Pete Wright take on this issue from an attendee with solutions for getting action without sacrificing reputation!

Jay Christensen and Pete Wright discuss a key project management hurdle as presented in class: there are unclear priorities and mixed messages coming from the steering committee and an unwillingness to move projects down in priority. We cover the role of the portfolio manager and offer solutions for streamlining communication to ensure your teams are working on the right projects at the right time.

As a new team member in an organization, what do you do when those around don’t understand or believe in the power of project management? We respond to this common yet difficult challenge with strategies for building success, support, and understanding, while helping your new team shine. Join John Patton and Jay Christensen on Ask Cadence.

Cadence Vice President and COO has served almost every capacity in her 22 years at Cadence. She has served as leader and mentor across the project management community and helped countless practitioners achieve success through project management themselves. We at Cadence will miss her greatly in our day-to-day activity, but we’re thrilled to see what Connie will bring to our field in the next chapter of her journey. This week on Ask Cadence, a brief conversation with Connie on her tenure at Cadence, her journey in Project Management, and what comes next.

On projects, it’s all about the team. The same is true for training. John Patton and Pete Wright discuss the importance of attending training and consulting events in teams, leveraging the experience of training together to work on real projects, delivering real results fast.

The Cadence scholarship program for educators, in partnership with the PMI Education Foundation, has been a boon to teachers and administrators looking to bridge practical business and organizational skills with curricula. Join Connie Plowman and guest Denise Tischler to discuss her experience in the Cadence PM course, and how she will be using her new skills as a principal and administrator.

This time, we take on culture. Building off our on-going discussion on behavioral models for individuals and teams, John Patton and Pete Wright discuss the importance of defining and understanding cultural behavioral profiles in project management in light of the ever-increasing demands on teams to work in geographically and culturally diverse project environments.

This time, we take on groups. Building off our discussion last week on individual behavior models, John Patton and Scott Lissit introduce group behavior dynamics and outline critical strategies for project managers who are bogged down by the discomfort that can come in the early phases of team development.

This time we dive into human behavior. For project managers, helping team members understand and quantify their strengths can be a critical asset in guiding the team to delivering results. John Patton and Scott Lissit introduce key behavioral models and instruments, and discuss how to apply them judiciously in individual and team development.

Setting responsibilities for delivering results in project management is critical for success on teams, but even more important for the management support hierarchy around projects. John Patton joins Pete Wright to discuss the key principles and responsibilities that each role must take on to ensure consistent success on projects.

The CAPM certification from the Project Management Institute was originally fashioned as a milestone in the development of the professional project manager. But John Patton has a different take on the cert, one that positions team members as better prepared and supported team members, armed with the right tools to deliver project results for the team. John joins Pete Wright to talk about the importance of the certification on Ask Cadence.

IIn part 7 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss problem solving and managing progress of critical tasks. After 7 discussion episodes on our 19 Techniques, we share some reflections on managing the people side of projects, and the importance of balance across key management disciplines in the best project managers.

In part 6 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss how project managers can manage difficult people on their teams. Through rapport-building exercises social activities, communication study, and functional management involvement, you’ll have a suite of tools to use to build a tighter team and keep the project moving forward.

In part 5 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss the importance of using facts and data in supporting positions on projects, how you can encourage critical thinking in your team, and what you need to do to support your team members in removing obstacles standing in the way of getting their work done.

In part 4 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss task definition, specifically around critical impact tasks, and how to manage these tasks in a way that encourages action and progress.