Strefa Wywiadu
Leadership
Strategy & Business

Data Science z bliska – wywiad z Marią Parysz

Dominika Kantorowicz

09-02-2021

Strefa PMI nr 31, Listopad 2020

Z Marią Parysz, CEO firmy LogicAI, rozmawia Dominika Kantorowicz. Projekty AI stawiają przed Project Mana­gerami sporo nowych wyzwań i trzeba przy­znać, że są inne. Główna różnica polega na podejściu do zarządzania czasem – projekty AI bazują najczęściej na eksperymentach i trudno określić jaki dokładny wynik przy­niesie seria wykonanych testów w usta­lonym czasie. Klienci najczęściej oczekują, że algorytm przyniesie skuteczność na poziomie 99%, co jest mało realne przy pierwszym wdrożeniu. Dlatego wymaga­na jest praca w krótkich sprintach oraz jak najszybsze wdrożenie rozwiązania na pro­dukcję, zgodnie z podejściem Lean Startup.

Strefa Wywiadu
Strategy & Business
Technical PM

Projects – the greatest disruption of the 21st century! – interview with Antonio Nieto-Rodriguez

Agnieszka Krogulec

12-01-2021

Strefa PMI nr 31, Listopad 2020

Interview with Antonio Nieto-Rodriguez, co-founder of the Strategy Implementation Institute and former Chairman of the PMI, conducted by Agnieszka Krogulec

Strefa Wywiadu
Agile
Technical PM

Scrum is wonderful, it is just not enough – interview with Mark Lines

Dominika Kantorowicz

11-01-2021

Strefa PMI nr 31, Listopad 2020

Interview with Mark Lines, Vice-President of PMI and co-creator of Disciplined Agile, conducted by Dominika Kantorowicz Disciplined Agile began in around 2009 when the co-creator – Scott Ambler – was the Chief methodologist of Agile and Lean for IBM worldwide. He recognized that we needed something more robust than just Scrum to deliver complex, enterprise initiatives using agile. Scrum is described by a 19-page guide. While Scrum is wonderful, it is just not enough. So Scott asked me for help and together we decided to pull together supplemental practices from all the different methods and frameworks and bring them together into one cohesive library of practices and strategies, as well as fit-for-context advice for which ones make sense in different situations. We need to recognize that there is not just one agile process that suits all situations. If you’re building a simple website, you don’t need to do much in the way of requirements.

Strefa Wywiadu
Technical PM

How to set up a PMO that generates real value – interview with Americo Pinto

Szymon Pawłowski

10-01-2021

Strefa PMI nr 30, wrzesień 2020

Interview with Americo Pinto, founder of PMO Global Alliance, conducted by Szymon Pawłowski. Six years ago you founded Global Alliance – the first global community focused exclusively on project management offices. What were the reasons to undertake such serious activity in such a specialized subject and how you describe your objectives those days at the start? PMO Global Alliance was founded in 2015 and will complete five years in December 2020. The internationalization of the com­munity started in 2017. In only three years, a lot has happened, and we reached more than 10,000 members in over 100 countries, which is an outstanding achievement for us.

Strefa Wywiadu
Agile
Leadership

Behind the scene of Management 3.0 – interview with Jurgen Appelo

Dominika Kantorowicz

09-01-2021

Strefa PMI nr 28, marzec 2020

An interview with Jurgen Appelo, one of the most influential person in Agile and top ranked management & leadership expert, by Dominika Kantorowicz

Strefa Wywiadu
Leadership
Personal Development

(Not) easy path from accidental to successful PM – interview with Andy Kaufman

Dominika Kantorowicz

09-01-2021

Strefa PMI nr 30, wrzesień 2020

Interview with Andy Kaufman, conducted by Dominika Kantorowicz. Andy, you are strongly recognizable within the project management world. You are an international speaker, author, executive coach. Could you tell us more about your career path? Who were you at the beginning of your journey and what made you in this place? I started my career as a software developer. I like to say that I was promoted into management for all the wrong reasons because it is true! There were some layoffs and the reason I got picked was at least in part because I was a reasonably good software developer. We easily fall into the trap that if someone is good at one thing then, certainly, they must be good at managing those in such a role! That halo effect assumption often leads to much harm.

Strefa Wywiadu
Leadership

Leadership czy laddership? O przywództwie oczami coacha – wywiad z Przemysławem Lelewskim

Malwina Szopa

08-01-2021

Strefa PMI nr 29, czerwiec 2020

Z Przemysławem Lelewskim rozmawia Malwina Szopa. Myślę, że jedną z głównych różnic między leadership a laddership jest otwartość przełożonych na rozwój pracowników i samodzielność oraz korzystanie z kreatywności i pomysłów nawet w kontekście najprostszych usprawnień w codziennie wykonywanej pracy. Jeśli czujemy na rozmowie kwalifikacyjnej zaciekawienie naszym myśleniem, jak też deklarowana jest gotowość do wzmacniania w nas samodzielnego myślenia i działania, to możemy wnioskować, że jesteśmy w dobrym miejscu.

Strefa Wywiadu
Leadership

The first step belongs to vulnerability – interview with Susanne Madsen

Dominika Kantorowicz

07-01-2021

Strefa PMI nr 27, listopad 2019

An interview with Susanne Madsen, an internationally recognized project leadership coach, trainer and consultant, by Dominika Kantorowicz. More and more is being written about our VUCA world, which is an acronym that stands for volatility, uncertainty, complexity and ambiguity. In other words, we are living in a more complex world where everything is moving faster and faster. Technological changes are taking place at an unprecedented rate, there are more interdependencies, people work in global teams and they work remotely from different time zones – all of which makes things much more complex.

We know the “how”, we know the “what”, but we forget to ask “why” – interview with Michel Thiry

Andrzej Kacperski

06-01-2021

Strefa PMI nr 26, wrzesień 2019

An interview with Michel Thiry conducted by Andrzej Kacperski. When Agile became popular many companies started to use it just because they wanted to be Agile like everyone else at the market. The use of Agile is not as easy as it seems, for example Scrum is “simple to understand but difficult to master”. Fortunately, a lot of companies managed to implement it successfully. I believe that mastering of the hybrid approach may be much more complicated. Aren’t you afraid that initially this approach will be harmless for the organizations as they will not be able to implement it properly?

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