PM Soundbites

Welcome to PMIWDC's PM Soundbites.

PM Soundbites

PM Soundbites are short audio clips that provide useful information on topics pertaining to the PMIWDC Chapter and the Project Management Profession as a whole.
PM Soundbites serve as an efficient way to learn the key takeaways from some of our past presentations, provide more information about our chapter offerings, and much more.

Published on: Thursday, April 11, 2019

PM Soundbite from the PMI Global CEO


Talent Triangle Category: NA
Published on: Thursday, April 11, 2019

PM Soundbite from the April 2019 Industry Insights.


Talent Triangle Category: NA
Published on: Tuesday, March 12, 2019

PM Soundbite from the March 2019 Dinner Meeting.


Talent Triangle Category: NA
Published on: Tuesday, March 12, 2019

PM Soundbite from the March 2019 Industry Insights.


Talent Triangle Category: NA
Published on: Tuesday, February 12, 2019

PM Soundbite from the February 2019 Industry Insights.


Talent Triangle Category: NA
Published on: Tuesday, February 12, 2019

PM Soundbite from the February 2019 Dinner Meeting


Talent Triangle Category: NA
Published on: Thursday, January 31, 2019

PM Soundbite from 40th Anniversary Celebration.


Talent Triangle Category: NA
Published on: Friday, November 16, 2018

“Positively Resilient”

What is resilience? Is it just a fancy way to characterize a hopeful, upbeat personality or a positive spirit of never giving up? In Positively Resilient, Doug Hensch aims to take a different look at what turns out to be a much richer and deeper concept than just bouncing back from adversity.


Talent Triangle Category: NA
Published on: Monday, September 17, 2018

“The Cuban Missile Crisis 1962; In Extremis Project Management”

In just the last few years, more and more information has been declassified and documented, offering even greater proof of the incomparable danger we faced during the fall of 1962. It was a crisis like no other with the stakes at the highest level yet known to the human race. And so, it was a project like no other. The price for failure was almost certain death for millions in the US and the USSR and a world on the brink of total destruction.

This was indeed a project that was initiated under duress. It was a project that no one wanted to maneuver through but there it was – an in extremis project; a crisis project that had to be led, managed and concluded to meet very strict parameters because there were no other acceptable alternatives. This project was overseen by a sponsor, led by a project manager and impacted millions of stakeholders and their children, and their children’s children – and you are one of them.


Talent Triangle Category: NA
Published on: Tuesday, August 28, 2018

Our project management world today seems to be divided into two camps: those advocating a pure Agile approach, and those advocating formal processes using predictive planning and Earned Value. But I believe that many times, our projects are large enough and complex enough that some parts of the project are best suited to using a predictive planning approach, and other parts are more suited to using Agile. As PMs, we need to be flexible, and wear multiple hats: no one process or methodology fits all situations; we need to mature beyond being a purist for one and only one approach. Don't be an "Agile Fanatic," and don't be any kind of "Process purist" who believes following a set of processes guarantees success, and is something that must be enforced religiously. 
 
Also, from project to project, there can be a wide amount of variance, and we as project managers, must be versed in the different approaches, and their strengths and weaknesses. Yes, there are both strengths and weaknesses in these different approaches! The more we are aware of these, the better off we'll be. 
 
Our purpose in this presentation is to explore four key risks we always face on projects, and how Agile can help us solve these problems, and how and when a traditional project management approach using "Predictive planning" is more appropriate. 
 
The four key risks we will explore are: 

  1. Impossible constraints starting out, and the customer/sponsor wants assurances these constraints can be met.  (This applies mostly to the Initiating Process group.) 
  2. Risks with the requirements gathering process: missed requirements, misunderstood requirements; at the outset, the customer not knowing what they really need at the start of the project. (This applies mostly to the Planning Process group.)  
  3. Risks with estimates: needing more confidence with estimates. (This applies mostly to the Planning Process group.)
  4. Risks with forecasts; needing more confidence with forecasts. (This applies mostly to the Monitoring & Controlling Process group.)

Talent Triangle Category: NA
Published on: Thursday, June 22, 2017

Throughout the history of the practice of project management we have been subject to a plethora of techniques and practices that, while fashionable at the time, became obsolete very quickly. For several years many saw Agile as one of those short-term quick-fix ideas that would soon be remembered as nothing more than a buzzword.

By now most of us realize that that hasn’t happened! Agile has become one of several trends that are changing the way we accomplish our goals. In this brief presentation, Lisa and Dave will look at some of the current trends that are shaping our industry, and then you can decide…fashion or fundamental?


Talent Triangle Category: NA
Published on: Thursday, June 22, 2017

With the advent and widespread adoption of project standards and models (e.g. CMMI, PMBOK, EVM) over the last decade or two, software project management has matured significantly. However, an overzealous application of these standards has often resulted in not-so-great products wrapped in great projects. To build great products and enhance our project management maturity, a new model is needed where the project management is based on product development principles. Agile and lean practices, which are based on these product development principles, provide the means to build great products wrapped in an effective project management framework.


Talent Triangle Category: NA
Published on: Tuesday, May 2, 2017

A presentation discussing some of the practical differences and challenges facing project managers and senior leadership in the National Capital Region. It’s an opportunity to compare expectations and aligning actionable approaches to achieving better understood objectives. It’s all about doing things better rather than harder.


Talent Triangle Category: NA
Published on: Tuesday, May 2, 2017

The Project Management Institute formally embraced Agile with the publication of the PMBOK 6th Edition® and the Agile Practice Guide. Agile is no longer coming. Agile is here!

In this presentation, Alan Zucker will share the secrets of Agile and why it is so alluring. Like a good romance, Agile can brighten our day, lighten our load, and change our outlook.

Agile makes for happier customers. Agile projects are more likely to be successful. They deliver value incrementally. They embrace change. And, customers are involved in the process.

High-performing Agile and DevOps teams are more likely to recommend them to friends and colleagues. Agile practices create empowered and committed teams.

As with all changes, becoming Agile can be difficult. But like falling love, going Agile is worth the effort.


Talent Triangle Category: NA
Published on: Wednesday, February 1, 2017

PMDoS™ is a community outreach event enabling pro bono Project Management services for nonprofits and social change organizations. It is a one day problem-solving event where charitable nonprofits are matched with project managers. Together, participants scope and plan a project to help address the issue.


Talent Triangle Category: NA
Published on: Wednesday, January 25, 2017

Ox: An employee extremely gifted at their craft or technical area who pulls hard but leaves a mess to clean up. Said employee is extremely difficult to manage and work with, however adds incredible value. In this interactive discussion, we will explore identifying your oxen and figuring out how to engage and motivate them without driving the rest of your colleagues insane.


Talent Triangle Category: Leadership
Published on: Wednesday, January 25, 2017

The Standish Group has published its annual CHAOS Report on the state of software development since 1994. The Report is often cited as a key metric for the industry's performance and progress and draws much attention. Analyzing the long-term trends provides an interesting perspective. On average only 29% of projects “succeed” and 23% “failed”. Over the past two decades, there has been little change in these headline results.


Talent Triangle Category: Technical
Published on: Wednesday, November 16, 2016

Network interaction modeling is a unique approach to analyzing business operations and understanding the interactions across an organization. With the growing pressure on organizations to do more with less – and more quickly than ever before – Network Interaction Modeling’s ability to save time and resources through targeted process and business unit improvement is increasingly relevant.


Talent Triangle Category: Leadership
Published on: Wednesday, September 28, 2016

Making a Community Impact that benefits those where we live and work is something that many of us may be doing now or at least wish to do, but may not know how to start. Based on newly adopted core values of your PMI WDC Chapter, we are taking the next steps to be more impactful community leaders who represent the best that the project management profession has to offer to those we serve and can serve.


Talent Triangle Category: Leadership
Published on: Wednesday, September 28, 2016

Only a handful of us BOTH carry the title of Project Manager and show up on the organization chart in a position of significance. Even so, we have specific goals to achieve. We don't have direct authority over others to get them done. We are working against a deadline. We believe in where we're going. In this powerful workshop, project management author, lecturer and guru Carl Pritchard reminds us how the specific tools and practices of project management can be leveraged to build authority in our day-to-day work life (and home life, for that matter).


Talent Triangle Category: Strategic and Business Management
Published on: Thursday, August 18, 2016

Everyone investing in a governmental proposal effort wants to win. We all know not everyone will, so what does it take to win? Come join us and discover some "Tips for Preparing a Winning Technical Proposal" from a senior proposal manager.


Talent Triangle Category: Technical
Published on: Thursday, August 18, 2016

In this workshop we’ll help you tech up your work by exploring several different categories of technology tools and dive into some specific examples in order to learn how we can apply different technologies to our work. We'll demonstrate how the tools can add value to what you do, save you time, and support virtual working environments. Finally, you'll walk away with the complete list covering 16 different categories and over 80 examples of applications that can inspire new ways of achieving amazing results.


Talent Triangle Category: Technical
Published on: Thursday, August 18, 2016

How you communicate can add stress or reduce stress in your team. How would I know the difference? Know your audience! Discover how to discern "too much" from "not enough" when running a meeting. Lean how to use VAK (Visual, Auditory, Kinesthetic) language to reach more participants. Learn the four words to avoid to REDUCE stress in the workplace.


Talent Triangle Category: Strategic and Business Management
Published on: Tuesday, June 21, 2016

Most understand that the job of defining requirements has been going on long before the IIBA was established. The Engineers / Managers / Analysts in IT have been doing requirements development and architecture design since IT started. So what is the difference?


Talent Triangle Category: Technical
Published on: Tuesday, June 21, 2016

Servant Leadership is focused on serving your team, rather than your team serving you. Out of serving one's team, a desire to lead is manifest. Servant Leadership is radically different than when the leader is leading first. When the focus is on leading first, it is very easy to use your power, your title (role in the hierarchy), or the fact that you were put in charge, as the basis of your actions.


Talent Triangle Category: Leadership
Published on: Friday, May 27, 2016

What is the Product Owner (PO) role? Is it different in the federal space and the commercial space? What are the challenges that the PO face? If we were to define a PO persona, what would it look like? Does a conventional PO role work in the government? What changes are needed to enable the PO in the government? How would the PO role apply in the government settings? Does the organizational structure affect the PO role?


Talent Triangle Category: Strategic and Business Management
Published on: Wednesday, May 11, 2016

The objective of Introduction to Earned Value Management is to introduce the students to basic earned value concepts and to recognize how to manage and report against the metrics that are produced.


Talent Triangle Category: Technical
Published on: Wednesday, May 11, 2016

Innovation is not always associated with project management but projects are one time opportunities and unique endeavors. Sometimes they may be the only time for organizations to innovate as the opportunities may simply not exist after the project.


Talent Triangle Category: Strategic and Business Management
Published on: Tuesday, April 19, 2016

Program Risk ID can be used on one program or a program portfolio for direct risk identification measurement and trending through time.


Talent Triangle Category: Technical
Published on: Tuesday, April 19, 2016

Have you been faced with the challenge of taking your organization’s PMO to the next level? Hear from the 2015 PMI PMO of the Year award winner Navy Federal Credit Union.


Talent Triangle Category: Strategic and Business Management
Published on: Thursday, March 24, 2016

Has your company ever lost a contract and wished it could get a “second bite at the apple”? Have you started transitioning a contract and then been stopped in your tracks?


Talent Triangle Category: Technical
Published on: Thursday, March 24, 2016

People find it difficult to identify specific leadership qualities, much less measure these intangibles. For many years, business schools have looked toward the military and its long leadership legacy to better understand successful leadership methods.


Talent Triangle Category: Leadership
Published on: Wednesday, March 2, 2016

Did you attend the February PM Tools event? If you missed it here's the top 3 takeaways from the PM Tools presentation, the speaker Mary Ann Lewis on "Value Engineering (VE)".


Talent Triangle Category: Strategic and Business Management
Published on: Wednesday, March 2, 2016

Did you attend the very first PM Talks event in February? If you missed it here's the top 3 takeaways from the PM Talks presentation, the speaker Robin Dreeke on "The Code of Trust".


Talent Triangle Category: Leadership
Published on: Wednesday, March 2, 2016

Mike Hannan is Founder & Principal Consultant at Fortezza Consulting, a management consulting firm whose innovative techniques help organizations achieve dramatic improvements in project portfolio performance.


Talent Triangle Category: Technical
Published on: Wednesday, March 2, 2016

Mr. Snyder retired from SmithKline Beecham Pharmaceuticals, now GlaxoSmithKline, in 1997 where his last assignment was Associate Director of Planning & Business Management, Strategic Product Development.


Talent Triangle Category: Leadership
Published on: Friday, February 26, 2016

A milestone with PMPOV....25 episodes. An interview with the host Kendall Lott. How it all started, why and how you can get involved. Have you heard about the Podcast Discovery team? Want to be a part of the next generation of PMs all over the world connected via podcasts?!!!


Talent Triangle Category: N/A

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