Strefa Wywiadu
Leadership
Personal Development

Biznes pełen emocji – wywiad z dr Magdaleną Kępińską-Jasny

Kornelia Trzęsowska

23-11-2021

Strefa PMI nr 34, Wrzesień 2021

Z dr Magdaleną Kępińską-Jasny, trenerką biznesu, badającą użyteczność emocji w zarządzaniu rozmawia Kornelia Trzęsowska. Czy da się zarządzać emocjami? Jeśli przyjmiemy, że zarządzanie nie jest manipulowaniem, a działaniem zgodnym z etyką i że zarządzanie polega na regulowaniu, a nie kontrolowaniu, to tak. Regulowanie to polega na dostosowaniu naszych emocji do sytuacji, aby osiągnięcie celu nie odbywało się za wszelką cenę, lecz w ramach norm etycznych. Pewnie łatwo wyobrazić sobie zarządzanie własnymi emocjami, choćby po to, by radzić sobie ze stresem. Zarządzanie emocjami innych jest bardziej złożone, bo można na przykład chcieć wzbudzić zaskoczenie, aby przykuć czyjąś uwagę do ważnych kwestii, albo wzmocnić radość po tym, jak zespół osiągnął sukces.

Strefa Wywiadu
Strategy & Business

Intertwining Project and Change Management

Paulina Szczepaniak

22-11-2021

Strefa PMI nr 22, wrzesień 2018

An interview with Mark Dorsett, Executive VP of Global Business, Prosci, by Paulina Szczepaniak. The ongoing discussion about the roles of Project Manager and Change Manager raises more and more questions. Different angles can be taken under consideration but let’s start with some basics first. Be-ing an expert on a strategic level and hav-ing years of experience within those areas, can you share with us the differences and similarities of the two roles?

Strefa Wywiadu
Strategy & Business

Samotność w Wielkiej Technologii – wywiad z Natalią Hatalską

Kornelia Trzęsowska

20-11-2021

Strefa PMI nr 35, Listopad 2021

Wywiad z Natalią Hatalską o tym, dokąd zmierza dziś cyfrowy świat? Rozmawia Kornelia Trzęsowska. Czym jest dla Pani zmiana? Zmiana jest częścią mojego życia. Jeśli zapytałaby Pani osoby z mojego zespołu, jaka jest specyfika naszej współpracy, podejrzewam, że pierwszą rzeczą, którą by wymieniły, byłoby to, że różne rzeczy bardzo często się zmieniają. Jestem osobą, która nie ma w sobie strachu przed zmianą. Zdarzają się czasem sytuacje, kiedy na tydzień przed wypuszczeniem projektu w świat, wywracam go o 180 stopni. Robię to jednak tylko wtedy, kiedy mam przekonanie, że dobrze wpłynie to na projekt.

Strefa Wywiadu
Agile
Strategy & Business

Agile misconceptions. No documentation, no processes, no plans – is that Agile?

Monika Zofia Potiopa

05-11-2021

Strefa PMI nr 27, listopad 2019

Interview with Thomas Zimmermann by Monika Zofia Potiopa There are still many misconceptions about Agile, such as it meaning no documentation, no processes or no plans. What steps do you think we can take to eliminate these misconceptions? At the end of the day, if you talk about Agile and particularly Scrum, you of course have documentation. Consider a list of user stories, which is essentially another way of doc¬umenting what you want to do. It is a comon misconception to say that there is no specification. Correct – there is no specification in the form of a traditional document. Instead the same content is represented in a different, but much more effective way, i.e. as a prioritized list of user stories.

Strefa Wywiadu
Leadership
Personal Development
Strategy & Business

The Joy of Being Project Manager – How to be Lucky in the PM World? – conversation with Marisa Silva

Aneta Catalan Sikorska

16-09-2021

Strefa PMI nr 34, Wrzesień 2021

A conversation with Marisa Silva – the Lucky PM, passionate and intrigued by projects. The interview has been conducted by Aneta Catalan Sikorska. I cannot start with the other questions until I ask about “The Lucky PM”. Is there any story behind it? Because when you talk about the PM world, I can see how much you enjoy it. But maybe “Lucky” doesn’t only mean that you love what you do, maybe you are lucky because you still improve the PM/PMO world. Thank you, first of all, for such kind words. I do try to share my passion and leave my mark in the community at least! Not really a story but there are three main reasons for my luckiness. First, I think that chance or luck plays such an important role in what happens in our life and projects, even if we prefer to ignore it. Sometimes it’s just a matter of being in the right place at the right time and I think that, although talent is fundamental, we need to acknowledge fortunate accidents too. Second, there’s this saying that goes as “there are no good project managers, only lucky ones: the more you plan, the luckier you get”, which I fully agree with because luck also requires hard work and preparation. Finally, because I’ve been very lucky to grown and learn with amazing colleagues, clients, organizations, and project teams. And, of course, I call myself “The Lucky Project Manager” because “The Lazy Project Manager” was already taken!

Strefa Wywiadu
Agile
Strategy & Business

Re.vers.ify Organizations with Scrum – interview with Gunther Verheyen

Paulina Szczepaniak

04-09-2021

Strefa PMI nr 17, czerwiec 2017

An interview with Gunther Verheyen by Paulina Szczepaniak You are a renowned international agile expert, with particular expertise in Scrum. Why do you think this framework became so popular? Probably because of the growing need of what I like to call “agility”, meaning flexibil¬ity, responsiveness, and not just from an IT perspective. IT is where agile sort of emerged from, but companies have to survive and thrive in very turbulent markets, a lot of business changes, market competition, but also internal changes, stakeholders and so on. And the way that organizations are struc¬tured and therefore how they organize their IT work and their software development, because that follows from the way they are structured, is just not fit for the agility re¬quired today to thrive and prosper. Structures are very rigid, very fixed, and need to become more dynamic.

Strefa Wywiadu
Agile
Strategy & Business

Pirate of Innovation – interview with Tendayi Viki

Kornelia Trzęsowska

12-08-2021

Strefa PMI nr 33, Czerwiec 2021

An interview with Tendayi Viki by Kornelia Trzęsowska Do you agree with Steve Jobs that it’s more fun to be a pirate than to join a navy? You refer to his words in the title of your newest book. I don’t think it’s more fun to be a pirate than to join the navy. Pirates are often in danger of dying. Steve Jobs was talking about how startups are faster than already set up companies – they move quicker than any large company. But what we’re learning these days is that large companies often become innovative, maybe surprisingly. The cool thing about large companies is that they have something that startups don’t have – they already have a brand, access to markets, customers, vast resources and other assets. Sometimes startups are really small and they need to find all these things by themselves. As long as large companies create the right environment for innovation, I really believe that it’s better to be a pirate in the navy than to be a pirate outside the navy, because you have a greater chance of success.

Strefa Wywiadu
Leadership
Personal Development

Kobieta i mężczyzna w biznesie. Czy wciąż wierzymy w stereotypy? – wywiad z Dagmarą Kołodziejczyk

Malwina Szopa

11-06-2021

Strefa PMI nr 28, marzec 2020

Z Dagmarą Kołodziejczyk, psychologiem, trenerem i certyfikowanym coachem, rozmawia Malwina Szopa. W pracy Project Managera miałam do czynienia z wieloma sytuacjami, również takimi jak wspomniałaś w trakcie swojego wystąpienia na XIV Międzynarodowym Kongresie PMI PC: krzyczący mężczyzna na zebraniu i płacząca w toalecie kobieta. Jak myślisz, dlaczego, widząc takie sytuacje, nie identyfikujemy ich z cechą charakteru tylko z płcią?

Strefa Wywiadu
Leadership
Strategy & Business

Driving Change at PMI – conversation with Sunil Prashara

Agnieszka Krogulec

08-06-2021

Strefa PMI nr 33, Czerwiec 2021

A conversation with Sunil Prashara by Agnieszka Krogulec.

Strefa Wywiadu
Leadership
Personal Development

Power up your virtual team! – interview with Peter Ivanov

Łukasz Paluszkiewicz

12-04-2021

Strefa PMI nr 24, marzec 2019

Let’s define virtual team, because many people get confused and say that virtual team is just the team that never meets. They communicate only over online media and for sure there are such teams, and the number of such teams is not so small. But define the virtual team as the team that is in more than one location. So you may have 2 offices in the same city and you are already in a virtual team. You may have collocated unit and then a couple of satellite members, it is a virtual team. If you have more than one location, or regular home office workers it’s a virtual team. So team that is in more than one location is called virtual, or remote, or distributed, or hybrid, those are all synonyms of the same thing. According to this definition, what do you think are the percentage of the virtual teams globally?

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