Strefa Wywiadu

Thriving in Chaos: Unlocking the Secrets of Strategic Luck in a Disruptive World – interview with Jonathan Brill

We’re clearly moving into a world that is more disruptive and where there’s more randomness in our businesses and our lives. And that means that we need to think differently about how we interact. With the world moving forward, instead of focusing first on optimization and efficiency, we need to focus first on resilience and flexibility because when you do that, you create dramatically better outcomes over time. There are three basic things that you can do to increase your resilience and flexibility. The first and most important thing is to become aware of the range of things that are possible. If you believe that the range of things that are possible are only those that you’ve experienced in your lifetime, then we’re in for a big Surprise!

Bridging the Future: Leading Change and Cultivating Connections in the World of Project Management – interview with Lucila Dotto

I see the future of project management as a dynamic and pivotal force in shaping society. First and foremost, I believe project management will play an instrumental role in driving innovation and progress across various industries. As technology continues to advance at an unprecedented pace, the need for adept project managers to guide complex initiatives will only intensify. Moreover, project management will become even more intertwined with sustainability and social responsibility. With mounting environmental concerns and an increased focus on corporate social responsibility, project managers will be at the forefront of driving initiatives that not only deliver results but also have a positive impact on the planet and communities at large.

Name an Industry and Agile Is There – interview with Mohamed Khalifa Hassan

For me, Agile is a mindset. This is what the PMI insists to say in their new standard. Agile as a mindset more than tools and techniques. For sure there are different methodologies coming from the same mindset. If you look at Lean for example, Lean is considered as Agile methodology. However Lean was created long time ago. It’s not from 2001 when the Manifesto was made and the Agile principles were created. Agile principles were in use before the software development. That’s why Agile is definitely more mindset than a technique. This is what I want to say first.

Czego biznes nie wie o NGO? Część 2. – wywiad z Jaśkiem Melą

Bardzo długo w naszej fundacji wychodziłem z – moim zdaniem – zupełnie mylnego przekonania, że lider jest człowiekiem orkiestrą, że fajnie by było, żeby liderem był człowiek wyrozumiały, empatyczny, ale też asertywny, stawiający granice. Taki, wiesz, pół twarzy będzie miał na niebiesko, na konia wskoczy i zarzuci tak płomienne mowy, że wszystkich poderwie do działania. Taki super wizjoner, ale również strateg i działacz. Tak sobie wyobraziłem lidera i bardzo chciałem się nim stać. Nie ma takiej możliwości. Ale jeśli są tacy, to zazdroszczę.

Are You Implementing Scrum in Your Company? Don’t Miss It!

Scrum is a framework that allows an organization to improve their project development and delivery significantly. In order to achieve that it requires most organizations to change their approach towards software development. A cultural change is needed in the way requirements are gathered, no longer all upfront, but when they are perceived to add value to the actual development effort that will deliver actual value to the end user. Many organizations are either not aware nor willing to change that approach and try to implement Agile Scrum on top of an existing Waterfall approach. If not done carefully many organizations fall back to what they know best (e.g. waterfall) and assume that Agile is not for them.

Rób to, co kochasz, a nie przepracujesz ani jednego dnia – wywiad z Natalią Różańską

Propagujemy uczenie się poprzez doświadczenie, więc staramy się wykorzystywać to hasło w  każdym projekcie. Jeśli mieliśmy jakiś przedmiot, na przykład strategię marketingową, to zawsze staraliśmy się omawiać ją na przykładzie przedsiębiorstwa, dzięki czemu mogliśmy wykorzystać nabytą w teorii wiedzę. W My Future wykorzystujemy to w podobny sposób, przeprowadzając np. case study dla uczniów z liceum. Kolejnym aspektem jest rozwój poprzez praktykę kompetencji miękkich, o których zdecydowanie za mało mówi się w szkole.

Drive Change, not People – interview with April K. Mills

The Agile Manifesto says, “by doing it and helping others do it”. That’s the part of the manifesto that is most often skipped over. When the movement started it was developers trying new methods and many were “doing it and helping others do it”, but now, with enterprise Agile implementations there is much more “telling others how to be Agile” going on. I differentiate the behavior of forcing others to change as driving people and behavior of choosing the Agile change for yourself and clearing the obstacles for others to choose Agile too as driving change. Driving Change is at the heart of the Agile Manifesto because it is the term which defines what we do when we “do it and help others do it”. If you want to be Agile, I think you must Drive Change and should not Drive People.

Ekosystem innowacji i rozwoju – jak pomóc startupom osiągnąć sukces? – wywiad z Pauliną Muszyńską

Startupy to młode, dynamiczne przedsiębiorstwa dążące do szybkiego wzrostu i skalowania swojej działalności. Jednakże towarzyszące im cechy i wymagania często sprawiają, że zaangażowanie w prowadzenie startupu staje się czymś więcej niż tylko biznesowym przedsięwzięciem. I tu właśnie mówimy o startupie jako stylu życia.  Może być pasjonujący i satysfakcjonujący, ale wymaga ogromnych nakładów pracy, poświęcenia i umiejętności radzenia sobie z presją. Potrzeba tu zaangażowania na najwyższym poziomie, innowacyjności i kreatywności, ale też zdolności do zarządzania wieloma aspektami działalności. Startupy to specyficzne twory, które rządzą się swoimi prawami i często mają niesztampowy „cykl życia”. 

Leading Projects with Data – How to Effectively Transition to Data-Informed Project Management – interview with Marcus Glowasz

Despite all the hype about data, analytics, and primarily AI, it must be clear that people remain the key factor in projects. AI has zero value without data, and data has zero value if people are not bought into data as a concept. In the end, data is produced through people’s activities. That could be project plans, RAID logs, stakeholder maps, etc., but also presentations, meetings, reports, lessons learned, and so forth. Everything is data that we as people produce and need to feed into a data ecosystem for us to make continuous use of growing information and knowledge. And with such a workable data ecosystem, meaningful analytics can be applied that produce valuable insights for our project decisions.

Neuroscience in Project Management: with AI, Do Our Feelings Still Matter? – interview with Carole Osterweil

In the VUCA world project complexity continues to grow. We are introducing new tools and methods like AI so we can gather more information and improve project control. But will this focus on technology help us dealing with rising levels of stress and anxiety in the project management workforce? Are we missing something in our quest to lead and control complex projects? Carole Osterweil talks to Bartosz Zych about using ideas from neuroscience to regulate emotions, reduce project complexity and realise the benefits of tools like AI.