cadencemc's Podcast

Ask Cadence: Ep 19 - HR Pros: Creative Problem Solving for Training Teams (Special Guest Dr. Sean Harry)

Mon, 28 Apr 2008 12:00:00 GMT

Organizations dealing with cuts to their training budgets are suddenly forced to think creatively about getting teams the training they need to build results. This week, Rob Bremmer and guest Dr. Sean Harry from Career Management Solutions and ASTD join the round table to continue our series on finding the training you need in a volatile market.

Ask Cadence: Ep 18 - When Training is Hard to Find

Mon, 21 Apr 2008 12:00:00 GMT

What do you do when your organization is forced to trim training budgets? You get creative! This week, the regular team is joined by Dr. Sean Harry from Career Management Solutions to take on the importance of training even in a volatile market, the process of creating a skills inventory, and where to find resources to continue to learn even when you don't have the budget to pay for it.

Ask Cadence: Ep 17 - Poor Visibility of Customer Project Planning

Mon, 14 Apr 2008 12:00:00 GMT

When working with customer-based extended teams, how do you remain responsive and reactive when you don't have visibility of customer project planning efforts? This week, John Patton and Connie Plowman take on this issue and give advice on how teams can get control of broad teams through communication and collaboration.

Ask Cadence: Ep 16 - How do you plan and execute simultaneously?

Mon, 7 Apr 2008 12:00:00 GMT

The problem card this week asks for help when a team is handed a new project and a timeline for delivery that most would feel is too tight to plan. John Patton and Connie Plowman work through the implications for the team -- and for you as project manager -- and show just how critical the planning function is, even when planning time appears to be minimal.

Ask Cadence: Ep 15 - Team Member Evasion

Mon, 24 Mar 2008 12:00:00 GMT

The problem card this week asks for help when a team member evades the work of the project and turns in sloppy work to the team. There are a number of reasons this might be happening on your projects, and this week John Patton and Connie Plowman work through the implications for the team -- and for you as project manager -- and outline a few simple strategies to address them.

Ask Cadence: Ep 14 - The Fast-Growing Team

Mon, 17 Mar 2008 12:00:00 GMT

This week, how do you drive for accurate and efficient communication when your department or operating team is growing faster than work can be delegated? This week, John Patton and Connie Plowman take on the problem of dynamic operational teams in trouble, and provide insight in how managers can keep the right people involved and informed while being more effective leaders.

Ask Cadence: Ep 13 - Extra-Team Enthusiasm

Mon, 10 Mar 2008 12:00:00 GMT

When team members jump into your project uninvited, do you have an opportunity to leverage many hands into light work, or a politically charged vehicle for self-promotion? Join Cadence president John Patton and COO Connie Plowman on Ask Cadence this week and gain insights into managing extra-team enthusiasm appropriately and professionally to get the job done.

Ask Cadence: Ep 12 - Operations v. Projects Supplemental

Mon, 3 Mar 2008 13:01:00 GMT

The attached Excel Spreadsheet is the Workload Planning template referred to in Ask Cadence Episode 12. Download all the Cadence supplemental templates from cadencemc.com.

Ask Cadence: Ep 12 - Operations v. Projects

Mon, 3 Mar 2008 13:00:00 GMT

When operations and project collide in day-to-day worklife, it's often a complicated juggling act determining where staff attention should be directed. This week, Cadence CEO John Patton and COO Connie Plowman share their expertise in managing the juncture between projects and operations and the benefits of workload planning.

Ask Cadence: Ep 11 - Managing Up

Mon, 25 Feb 2008 13:00:00 GMT

When a key manager holds the keys to your project schedule, how do you deliver results without creating a politically charged situation around your project? Join Cadence president John Patton and COO Connie Plowman on Ask Cadence this week and gain insights on "managing up" appropriately and professionally to get the job done.

Ask Cadence: Ep 10 - Customer Who?

Mon, 18 Feb 2008 13:00:00 GMT

On this week's show, Jay Christensen and Rob Bremmer discuss the challenges that come to project managers who fail to take the time and initiative to know and understand their customer. Whether from confusion within sponsorship ranks in the organization or project manager planning in a vacuum, the results are the same: misunderstanding of the customer causes misunderstanding of the project.

Ask Cadence: Ep 09 - Vacuum Planning

Mon, 11 Feb 2008 05:00:00 GMT

On this week's show, Jay Christensen and Rob Bremmer discuss the challenges that come to project managers who plan their projects without any input from the team. Whether it comes from a subconscious need to be a star, or a lack of organization of resources early in the project, this problem can be disastrous to long-term commitment to project activity. Listen now for strategies to address this problem proactively and discover who ultimately owns this problem to deliver results on your critical projects.

Ask Cadence: Ep 08 - Dragging Feet

Mon, 4 Feb 2008 13:00:00 GMT

On this week's show, Jay Christensen and Rob Bremmer discuss the challenges that come with team members who don't fully support your project. Do they have a full understanding of the project objective? Do they understand the potential impact of the project on the organization? Listen now for strategies to address these team members proactively to ensure they are delivering at their best on your most critical projects.

Ask Cadence: Ep 07 - The Skill Gap

Mon, 28 Jan 2008 13:00:00 GMT

With more projects than people in today's project environment, organizations are often forced to assign team members to project teams who are not equipped with the skills required to contribute most effectively. This skill gap can have a severe negative impact on project deliverables and put project managers in a difficult position when working to get their projects complete. On this week's show, Jay Christensen and Rob Bremmer address key organizational symptoms that can lead to an environment in which the skill gap occurs, and how to address these symptoms proactively to ensure the right team members are delivering at their best on the most critical projects.

Ask Cadence: Ep 06 - Last Minute Scope Change

Mon, 21 Jan 2008 13:00:00 GMT

This week, our Cadence graduate writes, "Complete requirements for the project are received before the project is due to be complete." Without complete organizational understanding and sponsor/customer agreement, this project problem comes up time and again. Experts Jay Christensen and Rob Bremmer walk through the nature of the problem and how you can put a keen eye on resolution by getting back to basics, holding the reins of communication tightly, while addressing the needs of the team. Listen to this weekâs Ask Cadence for more on getting your teams talking, and thanks to those who have written in with this challenge!

Ask Cadence: Ep 05 - Communication

Mon, 5 Nov 2007 13:00:00 GMT

This week, our Cadence graduate writes, "communication is a key problem on our projects." In that simple statement, she sums up the baggage that comes with all projects in some form or another. Without a proper framework, inexperienced teams can become mired in process, and cause the project to suffer. Experts Jay Christensen and Scott Lisset walk through the nature of the problem and how you can put a keen eye on resolution by getting back to basics, holding the reins of communication tightly, while addressing the needs of the team. Listen to this weekâs Ask Cadence for more on getting your teams talking, and thanks to those who have written in with this challenge!

Ask Cadence: Ep 04 - Scope Creep

Mon, 29 Oct 2007 12:00:00 GMT

Keeping a keen eye on scope is a key responsibility of every project manager. The ability to address any element that affects project performance risks triggering a cascade of changes to cost and schedule, that can have dangerous consequences to the project as a whole. Experts Jay Christensen and Scott Lisset walk through the nature of the problem and how you can put a keen eye on resolution by getting back to basics, holding the reins of scope tightly, while still listening to the core customer. Listen to this weekâs Ask Cadence for more on getting your projects started right, and thanks to those who have written in with this challenge!

Ask Cadence: Ep 02 - Define scope right from the start

Mon, 22 Oct 2007 12:00:00 GMT

A universal understanding of project scope is critical to overcoming confusion in project start-up. This weekâs problem comes from a project manager dealing with just that; multiple sponsors and members of leadership competing for input into project scope. Experts Jay Christensen and Scott Lisset walk through the nature of the problem and how you can put a keen eye on resolution by getting back to basics and listening to your project customers. Listen to this weekâs Ask Cadence for more on getting your projects started right!

Ask Cadence: PMI Portland Special - Randall Englund on Project Sponsorship

Wed, 17 Oct 2007 12:00:00 GMT

PMI Portland dinner meeting attendees were treated to this rousing speech by Randall Englund, author of the book "Project Sponsorship: Achieving Management Commitment for Project Success". Englund is introduced here by Cadence COO Connie Plowman. Englund will be joined by co-author Alfonso Bucero teaching their first seminar with Cadence, Project Sponsorship, in early November. Visit cadencemc.com for more information on that seminar.

Ask Cadence: Ep 01 - Get the Right Skills on Project Teams

Mon, 15 Oct 2007 12:00:00 GMT

This week we are thrilled to launch the innaugural episode of Ask Cadence!, tackling your gorilla project management problems, one week at a time.

This week, Scott Lisset and Jay Christensen take on the perennial problem: lack of key skills on the project team. What can you do when your defined tasks don't match the skills of your team? Listen to this episode for strategies to get your project needs met and keep your project moving!

Virtual Team Communication: Episode 6

Mon, 8 Oct 2007 04:00:00 GMT

In part three of the Cadence Podcast Series, "Virtual Team Communication", Connie Plowman discusses the challenges of incompatible technology in virtual teamwork.

"There is nothing more frustrating as a project manger or team member than not getting something to work when you need it," explains Plowman. "Having the tools you need when you need them and the support of those tools is critical in getting the project done."

Plowman reminds us of the key point of technology in a project environment: the technology is not the project. She outlines challenges of synchronous and asynchronous communication and defines some critical solutions to overcome frustrating technological frustrations.

Virtual Team Communication: Episode 5

Mon, 1 Oct 2007 12:00:00 GMT

In part five of the Cadence Podcast Series, "Virtual Team Communication", Connie Plowman discusses the challenge of team members getting lost in the isolation of remote project work.

"At the start of each project, I make it a point to get all team members together, face-to-face, in the same room," explains Plowman. "This is a key success factor in accelerating project results."

Plowman walks through some of the key tools and technologies for building relationships internationally for the long term, from encouraging personal sharing to dealing with team member drift, to ensure that team members stay engaged in the team and the project.

Virtual Team Communication: Episode 4

Mon, 24 Sep 2007 12:00:00 GMT

In part four of the Cadence Podcast Series, "Virtual Team Communication", Connie Plowman illustrates the challenges in working with virtual teams when there are cultural differences that can impact work relationships. "I educate myself. If I'm working with a team member from Japan, I want to make sure I understand the Japanese culture," explains Plowman. "You really need to educate yourself as a project team leader on the customs and values of your team members, respect those values, and educate others of those values, customs, and cultures as well." Plowman outlines the key components to establishing a solid relationship with virtual team members, from making the effort to learn elements of team member languages to finding translation services for key project meetings, all in an effort to build respect and camaraderie on cross-cultural project teams. In this episode, Plowman makes reference to the book "Kiss, Bow, and Shake Hands: The best-selling guide to doing business in more than 60 countries". Click here to view this book at Amazon.com: http://www.amazon.com/Kiss-Bow-Shake-Hands-Bestselling/dp/1593373686/ref=pd_bbs_sr_1/104-6194279-4667967?ie=UTF8&s=books&qid=1190075491&sr=8-1

Virtual Team Communication: Episode 3

Mon, 17 Sep 2007 12:00:00 GMT

In part three of the Cadence Podcast Series, "Virtual Team Communication", Connie Plowman discusses the real and tangible problems when working with team members across different time zones. "It's something that's there, we can't change it," explains Plowman. "Unfortunately it's something we have to work with as a virtual team. We'll rarely have everyone in the same time zone, even in the same country." Plowman outlines the key components to establishing a solid relationship with virtual team members across time zones, from dealing with complicated daily scheduling constraints to recognizing when it's worth the effort -- and the expense -- to bring all team members across time zones for face to face meetings to accelerate project results.

Virtual Team Communication: Episode 2

Mon, 10 Sep 2007 12:00:00 GMT

In part two of the Cadence Podcast Series, "Virtual Team Communication", Connie Plowman illustrates the challenges in working with virtual teams when there becomes a disconnect between project manager and team member. "I can't really see what they're working on, they may be feeling that they're all alone," explains Plowman. "I want to make sure that we stay connected." Plowman outlines the key components to establishing a solid relationship with virtual team members, from showing appreciation for their efforts, to clearly defining responsibilities in communication. Most importantly, she addresses the key question: how to you manage effectively, without micromanaging in a virtual team environment.

Virtual Team Communication: Episode 1

Mon, 3 Sep 2007 12:00:00 GMT

In today's project environment, skill in working in virtual teams is becoming increasingly important in delivering project results. In this week's podcast, Cadence Vice President, Connie Plowman, introduces us to a few key characteristics of the virtual team environment. "It's not just about technology," says Plowman. "It's about techniques, relationships, building trust ... it's about working together effectively." In this discussion, Plowman outlines the ideal profile of virtual project team members -- and virtual project managers -- as well as the top six key challenges in working with virtual teams. The first challenge: Poor interaction between team members. "Maybe we're not working in the same language, maybe team members are working in sidebar conversations ... it's critical to define communication groundrules at the beginning," says Plowman. This week, learn how to define groundrules and expectations to increase productivity in your virtual teams.

"The 8 Biggest Problems": Problem 8

Mon, 30 Jul 2007 12:00:00 GMT

In this week's conclusion to "The 8 Biggest Problems" podcast, Cadence president John Patton brings you problem number eight in the series: Project Managers are Passive.

"In some companies, this is problem number one. I've saved it until problem number one, however, because I want to underscore it's importance."

There's a core confusion in organizations between coordination and leadership. A coordinator assists the project manager in the logistical needs and support of the project. "They're describing the wake at the rear of the boat," says Patton. They are not project leaders.

On the other hand, project managers are well prepared with excuses defending poor project performance. "One of the most common," says Patton, "'This project was delayed due to circumstances beyond my control.' If it's out of their control, how could they possibly steer the project around it?"

This week, Patton gives organizations guidance on creating an experience-based career path that supports development of project management expertise in conjunction with project management methodology and maturity. He outlines the importance of credentials and technical background in developing project management, and outlines a plan of project manager promotion based on project success.

"I'm talking about persistence. It's a very powerful word in our language, and also translates well into other languages. If you fall down, you get up. If you fall down again, you get up again. You always focus on keeping that project moving forward. Never ever, ever give up."

"The 8 Biggest Problems": Problem 7

Mon, 23 Jul 2007 12:00:00 GMT

This week, in "The 8 Biggest Problems" podcast, Cadence president John Patton brings you problem number seven in the series: Changes to cost, schedule, and performance are not controlled.

Even project teams with the best intentions suffer the challenges of "Scope Creep," says Patton, and there are a number of contributing factors. For example, project team members often don't have a complete understanding of projects during the planning phase and make changes to the work they're doing past the half-way point of the project. Project managers agree to changes without due process, in an effort to provide good customer service, without understanding the changes being requested.

"Managers are uncomfortable with limits," Patton says. "They want the flexibility to make changes when they think of them because they live in a world which is constantly changing and they're constantly making adjustments to provide better customer service, better service to their clients in this living operating environment."

However, a muddy change process becomes a circle that causes the schedule to slip, tasks to be late, and has a potentially negative overall project impact.

This week, Patton describes a process for addressing Task, Deliverable and Project level change to maintain efficincy and understanding while maintaining control over Cost, Schedule, and Performance variables on the project and respecting project authority.

"The people who complained the most about scope creep are the people who make the changes" Patton says. "Those are the project managers and the team members."

"The 8 Biggest Problems": Problem 6 Supplementary Material

Mon, 16 Jul 2007 12:01:00 GMT

Attached, you'll find a PDF file of the Cadence Graphical Responsibility Matrix as described by John Patton in this week's episode of "The 8 Biggest Problems."

To order wall-sized charts to support your Cadence consulting or planning session, call Cadence at 800-448-0173.

"The 8 Biggest Problems": Problem 6

Mon, 16 Jul 2007 12:00:00 GMT

This week, in "The 8 Biggest Problems" podcast, Cadence president John Patton brings you problem number six in the series: responsibility at the task level is unclear.

"We say that the project manager is responsibile for everything, yet the project manager has no line authority," says Patton. "When responsibilities are unclear and the work isn't adequately defined, then you get status meetings that speak about the next one or two weeks out and we see the same project getting redefined over and over again in weekly status meetings, but never with a longer-term horizon, never with the end in sight."

Unclear task responsibility can lead to project inefficiencies where you might not expect them. For example, as a project manager, you may find enthusiastic team members each working on the same task in isolation, where only one team member is appropriate. You may find an individual working on a task where two or three team members are required, which could force task rework further down the project timeline. In either case, the team suffers when task responsibilities are not clear.

This week, Patton introduces the Cadence Graphic Responsibility Matrix. This tool has been used time and again in Cadence consulting and training assignments to help project teams define accurate and reasonable responsibilities across projects.

"In my experience, we've found all sorts of project problems earlier using the reponsibility matrix. These are problems about resources, these are problems of responsibility and authority -- issues pop up when people start talking about tasks on a detailed level."

The Cadence Graphic Responsibility Matrix is available as a PDF for download: http://cadencemc.com/tools/downloads/blankmatrix.pdf

"The 8 Biggest Problems": Problem 5

Mon, 9 Jul 2007 12:00:00 GMT

This week, in "The 8 Biggest Problems" podcast, Cadence president John Patton brings you problem number five in the series: the inability to get team members.

"It's tremendously frustrating for project managers who have projects authorized and launched and they can't get the people to do the work," says Patton.

Why does this happen? Patton outlines a number of possible causes from poor annual project planning to emergencies in the operating environment, to project managers who aren't completely forthcoming in thier project status reports.

"Some project managers will even turn in status reports that say 'no problems'," says Patton, "because they want to give their management the impression that they're under control. It's very key to tell the truth in status reports, and when we're having a staffing problem, not to give up, but to report continuously that this project is going to be delayed due to lack of staff."

Patton outlines a number of key strategies for overcoming this potential project staffing challenges this week from his experience helping organizations get more projects done faster.

"The 8 Biggest Problems": Problem 4

Accounts@fifthandmain.com — Mon, 2 Jul 2007 12:00:00 GMT

This week, in "The 8 Biggest Problems" podcast, Cadence president John Patton brings you problem number four in the series: people don't know how to manage projects.

"Problem number four is why I started Cadence," says Patton. "Our success has been based, in large part, on teaching people how to plan so that they can control a project."

Project planning, at its very core, is imprecise. This requires typically precise project managers to explore uncomfortable territory in their efforts to keep control of their projects. In problem four, Patton explores each component of the project plan and describes how project managers can use the document to drive, manage, and control a range of projects, from the very simple to the most complex.

"The 8 Biggest Problems": Problem 3

Accounts@fifthandmain.com — Mon, 25 Jun 2007 12:00:00 GMT

This week, in "The 8 Biggest Problems" podcast, Cadence president John Patton brings you problem number three in the series: projects start slow.

It's a problem common across projects, teams, and organizations, according to Patton. But it's one easily fixed with the right strategies in place. The first step is for project managers to have a clear understanding of the difference between teams that are just active, and teams that are making effective progress on project deliverables.

Download this week's episode to get a better understanding of:

Who sets the pace of your projects ... and who should
Why status reporting can define your project performance
Who takes ownership of sluggish projects ... and when to do it
What questions you need to ask your teams that can inspire activity, energy, and passion over the long term!

"The 8 Biggest Problems": Problem 2

Mon, 18 Jun 2007 16:00:00 GMT

Cadence President John Patton brings us this series based on his speech, "The 8 Biggest Problems with Project Planning and Execution ... and Solutions for Each." These eight problems come as a summary of the key issues Patton has witnessed in his experience as a seasoned project manager, and the wisdom he's helped his client organizations to apply in moving beyond them. Each week, we will offer a dissection of some of the near-universal implementation and management problems felt by project managers around the world. This series is offered in English.

"The 8 Biggest Problems": Problem 1

Mon, 11 Jun 2007 16:01:00 GMT

Introduction to "The 8 Biggest Problems"

Mon, 11 Jun 2007 16:00:00 GMT

IMU '07 Ep 5: Japan

Wed, 6 Jun 2007 22:00:00 GMT

Each year, Cadence Seminar Leaders and content experts gather in Portland, Oregon to perform a rigorous evaluation and update of the Cadence core methodology. Each member of the team brings to the three-day session the results of their prior year's experience in an effort to integrate and constantly push the methodology forward. This year, Cadence consultants from the United States, Finland, The Netherlands, Costa Rica, and Japan joined the discussion and we bring you samples of their collective wisdom in this five-part series. In this episode, we hear from Cadence representatives from The Netherlands.

IMU '07 Ep 4: United States

Tue, 5 Jun 2007 22:00:00 GMT

IMU '07 Ep 3: Costa Rica

Mon, 4 Jun 2007 22:00:00 GMT

IMU '07 Ep 2: Finland

Sun, 3 Jun 2007 22:00:00 GMT

IMU '07 Ep 1: The Netherlands

Sat, 2 Jun 2007 22:00:00 GMT

IMU '07: Introduction to International Methodology Update with John Patton

Fri, 1 Jun 2007 22:00:00 GMT

Each year, Cadence Seminar Leaders and content experts gather in Portland, Oregon to perform a rigorous evaluation and update of the Cadence core methodology. Each member of the team brings to the three-day session the results of their prior year's experience in an effort to integrate and constantly push the methodology forward. This year, Cadence consultants from the United States, Finland, The Netherlands, Costa Rica, and Japan joined the discussion and we bring you samples of their collective wisdom in this five-part series. In this episode, we share a brief discussion with John Patton, President of Cadence Management Corporation, on the genesis of the methodology update and maintaining consistency as the organization grows internationally.