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In today’s episode I am talking with Kristine Hayes Munson, PMP.

Kristine was my first ever interview guest and she has been on the program several times since then. She has come back because of some recent developments on her team: They have had some layoffs and her team lost a number of people. “How do you deal with that?” is the question of the day and many of you may have to go through a similar situation.

You might be leading a project team that loses some of its members or, like Kristine, you might be the manager of a team of project managers and the economy is forcing you to shrink. Kristine and I talk about the approach that she has found effective in helping your team cope with this situation.

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This episode is is a continuation of last week's discussion with Eric Landes on how to use Kanban in Project Management. Last time we looked at the theory of Kanban and today we look at the practice. Specifically we are going to discuss how Eric introduced Kanban in their department at Robert Bosch as a case study.

We’ll start out with the overall goal they had set themselves and then move pretty quickly to the hands on of how it was implemented, how the team received the change, how the customer received the change, the learning curve, the metrics used, improvements as compared to before and Eric will also give you his recommendations of what worked and what didn’t work for them so that you can try implementing Kanban yourself but avoid some of the pitfalls.

And then you are even going to hear a segment of our discussion from AFTER we stopped the official recording.

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Kanban is a concept related to lean and just-in-time (JIT) production. The Japanese word kanban is a common everyday term meaning "signboard" or "billboard" and lacks the specialized meaning that this word has acquired in English. According to Taiichi Ohno, the man credited with developing JIT, kanban is a means through which JIT is achieved.

It was out of a need to maintain high level of improvements that the kanban system was devised by Toyota. Kanban became an effective tool to support the running of the production system as a whole. In addition, it proved to be an excellent way for promoting improvements because reducing the number of kanban in circulation highlighted problem areas.

In project management, Kanban can be described as a signaling system to trigger action. We welcome Eric Landes (https://aspadvice.com/blogs/elandes/default.aspx) and we get a wonderful introduction to Kanban. We discuss what Kanban is, what its benefits are, how it overlaps with project management, what you see when walking into a Kanban environment, if it works in an environment where no physical products are produced and we introduce you to a great number of resources.

And in our Gizmo's segment we present The Project Perfect Whitepaper Index. It contains about 100 white papers on project management topics. Sign up for the Project Perfect White Paper Mailing List and you will receive an email whenever a new paper is published. Highly recommended.

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Another year has gone by and it has been full of exciting, boring, successful and (yes) failed projects that have been managed throughout the world. And it has been my pleasure to bring some of these projects and the means by which we lead and manage them to you.

But now it’s time to close out the year 2008 and have some project management fun. This means that I am opening up the vault of bad recordings and in this episode of The PM Podcast you are going to hear all the things that didn’t go as planned during the production of The PM Podcast.

Yes, this is the bloopers show, in which I lay bare all the ah, uhm, coughs and the times when I stumbled over difficult word combinations.

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The new PMBOK® Guide 4th Edition will be available on Dec 31 2008. We take this opportunity to talk about one of the bigger misconceptions that people have about the PMBOK® Guide: They think that is is a methodology.

In this regard, you may hear many people say that they are "using the PMI Methodology" on their project or that they have "implemented the PMBOK methodology at work". In this presentation we explain why the PMBOK Guide is not a methodology, but a framework.

This is one of our Premium "Overtime" Episodes, which are normally reserved to the subscribers of the Premium PM Podcast. However, this is also the first of many presentation style episodes that we will publish, so it is made available to everyone, so that you can see what you would receive with your subscription to The Premium PM Podcast.

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From December 8-10 I attended the PMO Summit 2008. This event was organized by IQPC who had asked me to chair the event. I agreed and so I flew to Florida and acted as the Master of ceremonies (so to speak) for 2 days.

The event itself was a success. We had 2 days full of presentations & workshops. I met a lot of new people, hopefully gained a few more listeners for the Podcast and I had a fabulous Italian dinner and you’ll see part of that dinner during the show.

I already did a similar review with Mark Perry from the PMO Podcast and that discussion was released to the listeners of the Premium Podcast. If you want to become a premium listener and receive additional episodes of the PM Podcast then please stop by at the website and click on the  Premium Subscription button at the top left

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A couple of days ago I returned from the 2008 PMO Summit in Orlando Florida. It was 2 days of excellent presentations that have taught me many new and current concepts of Project Management Offices (PMO) but which have also confirmed much of what I knew.

Mark Perry from The PMO Podcast also participated at the summit. I invited Mark to come on the program and give me his views of what he has learned. So he and I got together to discuss what we have learned from each presentation during the conference.

This is the first of two reviews that I am going to do on the summit. This one with Mark is only for the Premium Subscribers.

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Everywhere you turn these days project management experts are talking about the need for us all to move from project management to project leadership. Here at The PM Podcast we have tackled this subject a number of times on previous leadership podcasts in the past and today we will continue this journey by taking a look at The Advantage of Leadership.

The Advantage of Leadership is the name of a book that contains words of wisdom from various leadership experts. It was born of the belief that you can never have too much information. It brings together the knowledge and wisdom of individual leaders from across the field, offering a most comprehensive resource for the reader. It contains 11 chapters, each written by a different expert. It covers a broad spectrum of topics like leading with motivation, leading a team, servant leadership or learned leadership.

To discuss a number of concepts from the book we welcome leadership development expert Stan Levanduski, PMP. He is the driving force behind The Advantage of Leadership and helped bring it all together. Stan is also one of our lecturers on PM Lectures, where he teaches us how to respond to Leadership Challenges of Complex Projects.

As always when we discuss a book on the program we are giving away 2 copies of the book. Please listen to the episode to learn how to participate.

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If someone asks you explain what you do as a project manager, do you sometimes struggle to explain it? It’s easy to explain the hard tasks like building houses, changing processes or developing software, but once I get to the less tangible items like project team motivation or relationship management I usually begin to lose the listener. It gets even worse if you have to explain the value of project management to your senior management. It is very difficult to find solid facts that we can use to show that there really is value in our work.

This problem has puzzled our profession for a long time. That is why the PMI has funded a study on the value of project management and it’s results have been released.

We can finally and with scientific certainty say that there is indeed value in what we do.

Our guest today is Mark E. Mullaly, PMP, President & Chief Organizational Therapist of Interthink Consulting Incorporated. He is the co-lead investigator on this study and you can look forward to hearing a great interview.

And don't forget to stop by at PM Opinions to write a short review for The PM Podcast. Even just one sentence will help!

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Has your project ever been audited? Was it a good experience or would you much rather spend 2 hours at the dentist instead? We met up with Elizabeth Harrin, author of Project Management in the Real World , at the PMI® Global Congress in Denver last month and we discussed not project audits, but its cousin Peer Reviews.

We define what a peer review is and how it compares to a formal project audit. We shine a light onto the fact that peer reviews will help you as a PM to keep honest. In particular during the more hectic times of a project, when it’s easy to say that “I just don’t have the time to have the risk management meeting this week”.

And of course, we look at how you should prepare for a peer review both from the perspective of someone who is giving and someone who is receiving such a review.

We also introduce you to a new Gizmo: It’s a new website called PM Opinions where you can read and write reviews on project management products and services.

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Two weeks ago I discussed Opportunity Creep. The discussion then was sparked by a meeting I had at the PMI® Global Congress in Denver earlier this year. Today, I want to discuss Robot Project Management.

In particular, I want to call out to you and help you avoid becoming a Robot Project Manager.

This concept, too, was sparked by one of the many discussions at the Global Congress. And if you have never been to any type of project management meeting like that then I can heartily recommend it. It doesn't have to be a big one like the congress either. A simple local PM gathering will do. The people you meet and the conversations you have will positively influence you and your career.

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Two weeks ago I was at the PMI® Global Congress in Denver Colorado. For two days I was surrounded by about 4,000 other project managers. I listened to a number of great and not so great presentations and I also participated in a few meetings of the PMI’s New Media Council. There were presentations on all kinds of topics including scope in project management.

My biggest problem is that in such moments it is very difficult for me to turn my brain off and more often than not thoughts collide and synapses meet and out come usually some good ideas and insights on project management. I have a personal issue with scope control in project management! The scope of what I thought I would be thinking about is spiralling, and I think that's a good thing! It shows the value of attending these events.

And over the coming episodes, I would like to share my thoughts with you, here on The Premium PM Podcast.

And I thought that since it is around Halloween, I start out with something CREEPY. In particular, Scope Creep.

To be precise, scope creep and the fact that it isn’t really all that bad a thing to happen on your project. In fact, I recommend that we should all embrace scope creep on our projects. Understanding scope creep is a crucial part of project scope management, but not one that we need to avoid.

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In part 1 of this Podcast you heard the voice of Brantlee Underhill, who heads up PMI's Virtual Communities Project. Since this project aims at replacing the current SIG structure with a centralized model and thereby dissolving the SIGs this means that the one voice we definitely want to hear is that of the SIGs.

That is why we got together with Derry Simmel, who is the PMO SIG’s Vice Chair Membership. We met Derry at the PMI® Global Congress in Denver and - as you might suspect - we get to hear a slightly different view of the VCP project than in part one.

If you happen to be a board member of another SIG and you would like your voice heard then please let us know. We’ll be happy to put you on.

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Are you by any chance a member of a PMI Specific Interest Group (SIG)? If so, then you will definitely be interested in what today’s interview guest has to say. We had a chance to speak with Brantlee Underhill at the PMI® Global Congress 2008 in Denver, Colorado. Brantlee heads up the PMI’s Virtual Communities Project. In a nutshell, this project aims at creating a unified and centralized infrastructure for all SIG activities. The bold step that the PMI is taking in creating this centralized approach is that the independent SIGs will be dissolved and reintegrated into the PMI itself.

As you can imagine, there are many viewpoints on such a move depending on which side of the fence you are on. Some think it’s a good idea and some don’t.

The voice that you hear today is that of the PMI. We also had a chance to speak with a board member from one of the SIGs that is affected by this move and we’ll get to hear him in part 2. And there will probably be a part 3 and 4 as we look for other voices on this topic..

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In the last episode, Margaret Meloni, MBA, PMP and Cornelius Fichtner, PMP explored how to keep your cool when you are dealing with Jerks at work. However, there is an increasing focus on project managers in regards that they are now expected to become project leaders. This means that you not only have a lot more responsibility but you also will need different skills. So we are now going to jump a lot deeper into this subject and look at this topic from the point of view of a project leader.

We look at how you handle jerks on your projects in such a way that everyone can walk away feeling good.

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This episode is a few days late because I have been on a week long business trip. I am now all relaxed and ready to once again face my colleagues at work. But of course, in the first meeting that I have to attend today, there is the (grrrr) jerk who every time manages to push my buttons. If there were only a way to deal with this guy!

Well… we have all been in this situation on our projects and luckily, there is help there is help just around the corner. And that help comes to you in the form of Margaret Meloni, MBA, PMP. She has been a regular guest here on the Podcast and because all of us know a jerk or two (or have sometimes been a jerk ourselves) Margaret is going to open up her resource toolkit for us and help us deal with the jerk on our project team.

We also take a quick look at Margaret’s two blogs and we announce the winners of two copies of the PM Lecture “Dealing with Difficult People”.

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This is just a quick note to let you know that Episode 106 will be a few days late. I am going on a business trip to Paso Robles, CA, so I won't be able to publish the new episode on the 11th. Instead it will be released on the 14th.

But the good news is that because of this we are extending the deadline for the promotional giveaway of  the PM Lectures "Dealing with Difficult People " until Monday 13th. All you have to do to participate is to go to https://www.pducast.com and sign up to the newsletter. Use the sign up for that you see in the left hand navigation. The prize is worth $60 and 2 PDUs. And just for participating in the contest you will receive a 10% discount coupon.

Oh and we also have a new sponsor, so I want to say thank you to Boeing for supporting us!

Until next time!
Cornelius Fichtner, PMP

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In this Overtime episode we welcome back Gene Dutz to discuss teleconferencing hard tools. We look at Webex, Adobe Connect Pro and Dimdim. The last one, by the way, is free. Gene introduces us to the features of these services and how to use them effectively on your project. For instance did you know that you can use these services to record your teleconference so that team members who were absend can listen to the conference later on and catch up?

This is just one of the many tricks he has up his sleeve to help you use these tools to the fullest.

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Did you by any chance participate in a teleconference this week? And if so, how was it? Did people participate? Were they on time? Was there an agenda and follow up? Could you hear and understand everyone clearly? And did the teleconference begin and end on time?

If your teleconferences are in any way like the ones that we participated in on past projects, then you probably answered “no” to a number of these questions. But it doesn’t have to be this way, says Gene Dutz, business systems analyst and project management consultant. In this interview we discuss a number of soft and hard tools that will improve the overall quality of teleconferences on your projects. In most cases, these are easy to implement and come at little to no cost.

But we also have a very exciting announcement: We are launching Project Management Lectures, where we offer online project management training by the worlds brightest minds in project management today. To celebrate, we are giving away 2 copies of the first lecture called Dealing with Difficult People by Margaret Meloni, MBA, PMP. To participate, simply go to www.pducast.com and sign up to receive our newsletter. We will draw a winner on October 11th and everyone who signs up after the publication of today's episode gets a chance to win. This prize is worth $60 and 2 PDUs. Good luck!

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Today’s overtime is an interview of our show host Cornelius Fichtner by Wayne Turmel from the Cranky Middle Manager Show.

Last week, Cornelius interviewed Wayne on the role of our bosses in Project Management. And today you get to hear Wayne interviewing Cornelius about how projects fit into into an organization and how important project management can be for organizations. Cornelius makes the case, that every single project in a company is very important.

He starts out by looking at a tiny project that is going on somewhere in a department, how this project relates to the overall economy of the country and then we bring it back to the performing organization and how each project should be embedded in this company’s strategy.

Lastly, we also take a look at how an ideal structure of management by objectives will help accidental project managers understand why they are doing a particular project and how it ties back into the company goals.