Strefa Wywiadu

Safety, Stories and Uncertainty – interview with John Le Drew

I don’t think the pandemic has affected how we would apply agility or how we would work with it. I would say that teams that are already operating with agility are going to be able to adapt to their circumstances. What I talk about a lot is the idea of contextual alignment, this model has two core elements: you have the team context; the work the team is doing and the people on the team themselves. This is obviously changing all the time. Then you have the structure; this is the way the team is working (their process) and again, the people on the team. The structure is a team’s reaction to their changing context. A team notices that their context has changed, and adjusts their structure to best support their new context.

Agent zmiany, czyli sztuka bycia Agile Coachem – wywiad z Bartoszem Janowskim

Z Bartkiem Janowskim, Agile Coachem, szefem Agile Centre w Grupie mBank, rozmawia Adrian Nowaczyk. W ostatnich latach na rynku pracy obserwujemy spore zapotrzebowanie na Agile Coachów. Taka rola w odróżnieniu od innych ról, chociażby Scrum Mastera, nie jest tak dokładnie zdefiniowana. Jaka jest Twoja definicja Agile Coacha?

Disciplined Agile Practically – interview with Daniel Gagnon

Interview with Daniel Gagnon, the Speaker of 16th International Congress of PMI Poland Chapter, conducted by Kornelia Trzęsowska. Could you please describe to our readers what is the Disciplined Agile for you? For me, DA has always been a powerful tool that teams and organizations can use to find ways of working that respect their local culture and context – and therefore stand a much better chance of enabling progress and improvement than one-size-fits-all approaches. Could you please name the main differences between DA and pure Agile methodology? That’s easy – DA is not a methodology, it is a philosophy (or mindset if you prefer).

Biznes pełen emocji – wywiad z dr Magdaleną Kępińską-Jasny

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.

Intertwining Project and Change Management – interview with Mark Dorsett

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?

Samotność w Wielkiej Technologii – wywiad z Natalią Hatalską

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.

Agile misconceptions. No documentation, no processes, no plans – is that Agile? – interview with Thomas Zimmermann

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.

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

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!

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

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.

Pirate of Innovation – interview with Tendayi Viki

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.