https://www.pm-podcast.com/548 - Project work dominates how organizations grow, transform, and compete, yet many projects still fail to create meaningful impact. This conversation examines why delivering plans, schedules, and outputs no longer defines success for project managers. As expectations shift toward value creation and strategic impact, the role of the project manager expands beyond execution into leadership, influence, and decision-making. Antonio Nieto-Rodriguez, a leading authority on project leadership and organizational transformation, explains how organizations have become project-driven and what that shift demands from those leading initiatives.

The discussion highlights how the growth of transformation initiatives, accelerating change, and the increasing use of artificial intelligence reshape project work. Projects now compete for attention and resources in environments overloaded with initiatives, often leading to fragmentation and poor outcomes. The conversation explains why improving methods alone does not raise success rates and why leadership sponsorship, organizational focus, and clear prioritization matter more than ever. Particular attention is given to the tension project managers experience when they remain measured on time and budget while being asked to lead change and create business value.

A central theme of the episode is the gap between delivering project outputs and realizing value. The conversation shows how value emerges through intentional benefit definition, stakeholder involvement, and ongoing dialogue with leaders about outcomes that matter to the organization. Rather than reporting task completion or schedules, project leaders must connect work to measurable improvements such as revenue growth, cost reduction, time to market, or sustainability outcomes. The episode closes with practical guidance on asking better questions, co-creating benefits with stakeholders, and positioning project managers as leaders who drive impact in project-driven organizations.

https://www.pm-podcast.com/547 - Leadership is not defined by rank, title, or position, but by how well leaders take care of their people. In this conversation, Cornelius Fichtner speaks with Sergeant Major Jill E. Johnson about leadership grounded in service, trust, and responsibility. Drawing from more than two decades of military experience, including deployments and senior enlisted leadership roles, Jill explains how effective leaders build commitment by focusing on people before personal advancement. She shares how early career experiences, unexpected recommendations, and continuous preparation shaped her leadership path, even when she did not initially plan to pursue a long-term military career.

The discussion connects military leadership lessons directly to project management and organizational leadership. Jill describes her work in Civil Affairs, where rebuilding infrastructure required stakeholder alignment, cultural awareness, and constant communication, often without direct authority over those involved. These experiences highlight how buy-in, shared goals, and trust matter more than formal control. As leaders move up, she explains that leadership style should remain consistent while influence expands, with authenticity, vulnerability, and responsibility becoming even more important at senior levels.

Career growth, mentorship, and self-awareness also play a central role in the conversation. Jill outlines how mentors often appear naturally through shared values and trust rather than formal arrangements, and why leaders must actively give back by supporting the next generation. She also reflects on knowing when to pursue the next role, when to pause, and how leaders measure success beyond wins or losses. The episode closes with practical leadership takeaways centered on caring for people, learning from failure, and creating environments where teams feel safe to grow and perform.

https://www.pm-podcast.com/546 - Project requirements rarely change because teams lack discipline. More often, change starts long before a project manager ever joins the work. Early product decisions define priorities, assumptions, and constraints that quietly shape delivery outcomes. In this conversation, Cornelius Fichtner speaks with Lee Fischman about why project managers so often inherit projects that feel impossible and how product thinking influences what gets built, how success is defined, and how much flexibility exists when reality shifts. The discussion connects product management, project execution, and leadership behavior, showing how unclear intent, untested value assumptions, and early commitments lead to ongoing requirement changes later in delivery.

Lee explains how product managers focus on deciding what should be delivered, while project managers focus on ensuring delivery within cost, schedule, and scope. Problems arise when those roles disconnect or when success criteria shift as teams learn more about users, markets, and constraints. The conversation highlights practical concepts such as pre-mortems, working backward from outcomes, recognizing bias in decision-making, and treating plans and even large programs as experiments. These ideas apply in both adaptive and predictive environments, especially when teams face pressure to commit to dates that leaders do not fully understand.

The episode also addresses communication habits that reduce surprises, including writing to clarify thinking, making assumptions visible, and choosing meetings deliberately instead of by default. Lee discusses why plans calcify, how bias and sunk costs reinforce rigid thinking, and why leaders play a critical role in preventing projects from locking into failing paths. The discussion closes with actionable takeaways focused on humility, communication, and creating environments where learning happens early enough to influence outcomes rather than after delivery.

https://www.pm-podcast.com/541 - Project leadership is more than delivering on time and budget. It is about leading people with honesty, awareness, and courage. In this episode, leadership coach and author Susanne Madsen joins Cornelius Fichtner to discuss how project managers can transform their project outcomes by developing authentic leadership. Drawing from her acclaimed book, *The Power of Project Leadership*, Susanne explains the Project Leadership Matrix, how to assess whether we are proactive or reactive, and how self-awareness is the foundation of great leadership. She also unpacks how leaders can balance people and task focus while recognizing that reactivity often stems from corporate culture rather than personality.

Susanne highlights that leadership begins with self-awareness, courage, and emotional intelligence. Using real-world examples, she shows how leaders can "feel the fear and do it anyway" when faced with tough decisions, and how to develop a deeper understanding of what drives people by recognizing their six human needs: certainty, variety, significance, connection, growth, and contribution. Together, Cornelius and Susanne discuss the natural tensions between humility and confidence, empathy and decisiveness, and how combining these traits helps leaders inspire trust and foster team alignment.

Other key insights include the importance of congruence—aligning one's purpose, values, and behaviors—and how leaders can influence upwards by building trust and communicating authentically. Susanne also shares hands-on advice for leading remote teams, maintaining human connection in virtual environments, and creating empowering team cultures. The conversation closes with three timeless takeaways: develop self-awareness, empower your team, and lead with courage even when the path isn't easy. As Susanne says, project leaders aren't in the game to take the path of least resistance—they are there to make a difference.

https://www.pm-podcast.com/540 - When stakeholders doubt the schedule, they doubt the leader behind it. Project schedules are more than a collection of dates... they are instruments of leadership that can either inspire confidence or create skepticism. In this conversation, Michael Pink, CEO of SmartPM Technologies, joins Cornelius Fichtner to explain how schedule visibility enables project leaders to see risks early, prevent overruns, and lead with credibility. Drawing from his experience in analyzing thousands of construction projects, Michael explains how transparent and data-driven schedules elevate leadership trust, keep teams aligned, and ensure projects stay on course.

Michael discusses why "seeing is leading," emphasizing that project managers who make performance data visible can prevent small delays from escalating into unmanageable risks. He identifies common misconceptions about schedule performance, such as relying on overly optimistic plans or ignoring aggregated data that reveal patterns hidden from daily firefighting. By reframing visibility as a leadership behavior, he shows how understanding the data helps teams spend time where it truly matters, rather than just running through walls hoping for the best.

The discussion continues with practical strategies to turn visibility into action. Michael outlines three foundational practices: building a schedule worthy of managing the job, gauging performance objectively, and updating schedules frequently enough to make timely decisions. His advice is both pragmatic and slightly humorous (reminding listeners that losing "a week per week" is far better than losing "a month per month.") The episode concludes with insights on how technology like SmartPM helps project managers bridge the gap between data analysis and decision-making, making schedule visibility not just a reporting tool but a genuine leadership advantage.

https://www.pm-podcast.com/538 -

Managing more than one project at a time can feel like a constant balancing act, and for many project managers it is part of everyday life. In this conversation, Elizabeth Harrin joins Cornelius Fichtner to discuss the updated second edition of Managing Multiple Projects and the changes it brings. The discussion highlights how Chapter 7 has been reframed as "Practices," offering practical approaches for building sustainable success. Listeners will gain clear advice on where to start, how to set boundaries, and which methods can lighten the workload without sacrificing quality.

The conversation covers a range of practical techniques that project managers can apply immediately. These include using checklists and templates to save time, establishing governance structures that provide oversight without overwhelming the team, and applying prioritization practices that help determine what must be done first. Elizabeth also talks about the systems that support day-to-day control, from simple status reports to personal productivity habits that keep everything aligned. The discussion remains firmly rooted in actionable steps that project managers can put to work in their own environments.

Alongside structured practices, Elizabeth emphasizes the importance of sustainable habits. Project managers need methods that work not just for the next deadline but over the long term. Topics like managing personal energy, setting realistic expectations, and learning when to say no appear throughout the discussion. While these may sound obvious, they are often overlooked when the pressure is on. The episode leaves listeners with the confidence that managing multiple projects does not have to mean being constantly overwhelmed, but instead can be approached with systems and strategies that truly work.

https://www.pm-podcast.com/539 - Leadership comes in many styles, and the podium of a conductor offers striking lessons for project managers. In this conversation, Itay Talgam brings his wealth of experience as a classical conductor to shed light on what leadership means when you are tasked with guiding a group of experts toward a shared goal. Using vivid stories about Riccardo Muti, Leonard Bernstein, and other legendary maestros, he shows how leadership style is not fixed but evolves with culture, context, and experience. Just as conductors must adapt to each orchestra, project leaders must adapt to the unique culture of their teams and organizations. The discussion emphasizes how authority and autonomy can coexist, why culture and leadership are inseparable, and how leaders can expand their own style without losing authenticity.

Project leadership, like conducting, often involves stepping into new situations where trust must be built quickly. Talgam shares his personal stories, including missteps and moments of learning, to illustrate the balance between demonstrating authority and acknowledging the contributions of team members. From the accidental project manager to the accidental conductor, parallels emerge that highlight humility, listening, and the importance of letting experts bring their full capability into the work. The conversation also examines the role of meaning and vision in uniting teams and customers, comparing the orchestra–audience relationship to agile projects where customers are an active part of the process.

The episode closes with insights into embracing gaps, staying out of comfort zones, and developing a language that unites project teams with their stakeholders. Talgam's reflections reinforce that great leadership is not about knowing everything but about cultivating dialogue, trust, and the conditions for creativity. For project managers, these lessons translate into creating harmony across diverse skills, encouraging autonomy without losing direction, and leading teams to results that go beyond what any individual could achieve alone.

https://www.pm-podcast.com/537

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The most dangerous issue facing a Project Management Office (PMO) is not sudden collapse but a gradual decline in relevance and impact. In this conversation, Mel Bost, author of Understanding Project Practices and Processes, shares his insights from Chapter Four of the book, which focuses on PMOs and project performance. He explains why PMOs often fail to deliver consistent value, even when they are not technically "broken." He highlights overlooked factors, from alignment with organizational strategy to a lack of meaningful performance measures, that contribute to slow underperformance. The discussion underscores that without proactive adjustments, a PMO can continue to operate while its value to the business quietly diminishes.

Mel provides practical perspectives on how PMOs can regain their role as enablers of project success. He emphasizes the importance of clear objectives, measurable outcomes, and integration with business strategy. Along the way, he addresses common misconceptions about PMO responsibilities and why focusing solely on templates and governance often misses the bigger picture. The exchange offers listeners actionable insights that can help strengthen PMO effectiveness and ensure that it does not drift into irrelevance.

The conversation is not about blaming the PMO or leadership but about recognizing the early signs of decline. As Mel notes, PMOs need to constantly demonstrate the value they bring to project delivery and organizational performance. Project managers, executives, and PMO leaders will all find guidance in this discussion on how to identify problems early and act before they become entrenched. If your PMO feels like it is "there but not quite delivering," this episode provides the context and tools to course-correct.