Podcasts about Microsoft Project

In this episode I have a chat about the E5 security add on for Microsoft 365 Business premium and what additions it provides for security. Microsoft Build is also this week so we expect plenty of news and update there. Stay tuned for that but for now listen along get up to date with the Microsoft Cloud. Brought to you by www.ciaopspatron.com Resources @directorcia Join my shared channel CIAOPS merch store Become a CIAOPS Patron CIAOPS Blog CIAOPS Brief CIAOPSLabs Support CIAOPS Microsoft 365 Business Premium and Office 365 E1 grant discontinuation Simple, Smart, and Secure: The next step in sharing files in Microsoft 365 Introducing all-new Surface Copilot+ PCs: The Surface Pro, 12-inch and Surface Laptop, 13-inch Copilot on Windows: “Hey, Copilot!” begins rolling out to Windows Insiders  Start, Fresh — Redesigning the Windows Start menu for you  SharePoint in the Era of AI: Spring 2025 Updates Empowering multi-agent apps with the open Agent2Agent (A2A) protocol  Managing and migrating Macs with Microsoft Intune Getting Started with the New Purview eDiscovery (E3) Transitioning to Microsoft Planner and retiring Microsoft Project for the web OneDrive: Personalized Intelligence. Seamless Collaboration. Always On Microsoft 365 E5 versus Business Premium with E5 Security Add-on: A Comparative Analysis for Small Businesses

This episode is giving notes of templates and orange peel. Yes, this episode has three messages that involve templates in three different M365 experiences. SharePoint page templates page gets revamped. PowerPoint offers Copilot as a slide deck template. Teams will let you create your own meeting templates.  Thanks for joining us. Let us know what your picks were for the week.  - Microsoft Project for the web and Project in Teams will retire and redirect to Planner for the web and Planner in Teams  - Microsoft Edge: New location for Edge profile in the toolbar  - Microsoft Teams: Send messages to attendees in the meeting lobby with Lobby chat  - Modern SharePoint: New Template gallery and 50+ out-of-the-box page templates  - Microsoft Teams Premium: New personal meeting templates  - Microsoft PowerPoint for Windows: Create a presentation with Microsoft Copilot from the PowerPoint Backstage view  Join Daniel Glenn and Darrell as a Service Webster as they cover the latest messages in the Microsoft 365 Message Center.   Check out Darrell & Daniel's own YouTube channels at:  Darrell - https://youtube.com/modernworkmentor  Daniel - https://youtube.com/DanielGlenn   

Ein Tool allein kann keine Wunder bewirken, wenn die grundlegenden Fähigkeiten und Disziplinen fehlen. Während digitale Tools wie Microsoft Project oder Planner viele Vorteile bieten, sind sie nur so effektiv wie die Gewohnheiten und Methoden, die man anwendet. Deshalb geht es heute mal um unser Gedächtnis und die Methoden, wie wir dieses fit halten können und wie es uns beim Aufgabenmanagement grundlegend helfen kann. Heute mit dabei ist wieder Torben Blankertz, der sich ja hauptsächlich in der Welt von Microsoft Project aufhält. Er bringt seine Expertise mit und hat bestimmt den ein oder anderen passenden Tipp für uns.

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Jean-Baptiste Guerin, Head of Product at N26, to discuss global financial applications, globalization strategy, and the challenges of delivering products to a global client base. Drawing from his experiences at both N26 and Block, Jean-Baptiste shares valuable insights on successful international expansion and the pitfalls to avoid.

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Meg Watson, a product lead at DoorDash with previous experience in leadership roles at Spotify and Stitch Fix. They discuss the intricacies of building and managing successful product teams, decision-making processes, and the evolution of remote work in the tech industry.

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Kam Star, Chief Product Officer of Chaos, to discuss why you should consider the red ocean environment of a product, how you can use your customer community to grow, and how to lean on creativity.

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Sanah Ansari, Director of Product at Capital One. Together they discuss the challenges and benefits of modernisation in a large company, emphasising the importance of strategic vision, stakeholder management, and adapting to changing consumer expectations.

Olá sejam bem vindo ao nosso quadro de entrevistas do Podcast da Mineração. Nesse programa fizemos uma entrevista com Caio Fialho, Gerente de Planejamento | Gerente de Contratos | Planejamento | na PPL Manutenção e Serviços Ltda. Especialista em Planejamento e Controle de Produção com mais de 11 anos de experiência na indústria. A expertise inclui a aplicação de metodologias e práticas do PMBOK, com foco em gestão de custos e orçamento, garantindo a eficiência financeira dos projetos. Experiência extensiva no desenvolvimento e monitoramento de cronogramas, gestão de recursos e controle de qualidade. Proficiente em softwares de gestão de projetos como Microsoft Project, Primavera P6 e Power BI. A expertise em Linguagem M, DAX e Excel avançado permite a integração e análise eficiente de dados para suportar a tomada de decisões e otimizar a gestão de projetos. Conversamos sobre como a tecnologia tem impactado o planejamento na área industrial da mineração, especialmente no tratamento anticorrosivo, planejamento estratégico pode ser otimizado para incluir medidas preventivas e corretivas para problemas de corrosão na mineração sua indicação de serviços e parceira com a ATHO BIM e muito mais. Confiram essa e outras entrevistas no canal e Lembrem-se: "Mineração pode não ser o futuro mas não existe futuro sem a mineração" Criação de Arte: Raul Cadena / Phablo Kauã Patrocinadores Oficiais do Podcast da Mineração: ATHO BIM - https://athobim.com/ - @atho.bim ÍGNEA Geologia & Meio Ambiente - https://www.igneabr.com.br/ - @igneabr Apoio: PPL Manutenção e Serviços ADIMB - https://adimb.org.br/ - @adimb_oficial Lembrem-se "Mineração pode não ser futuro mas não existe futuro sem a mineração" #mineração #tecnologia #technology #podcastdamineração #podcast #inovação #engenheirodeminas #engenhariademinas #futuro #inovação #innovations #innovations #adimb #setormineral #desafios #tecnologia #technology #engenharia #geologia #geology #anticorrosion #anticorrrosivo #corroção #planejamento #planejamentoestrategico

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Shahzad Shaikh, Head of Product Management, Growth, Mobile, and Customer Engagement at Asana. Together they discuss the importance of growth strategies in product management, the need to balance growth with product quality, and the role of growth teams.

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Manlio Lo Conte, freelance Advisor, Investor, and Coach, and previous Chief Product Officer at Zwift, to discuss the future of voice software, how AI and voice software co-exist, and offer an internal look at the software and hardware teams of Amazon, Meta, and Zwift.

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Diego dos Santos, Director of ‘pay-by-bank' Product Management at Mastercard. Together, they discuss product growth strategies for international software products.

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Marc Esmiley, Technical Program and Product Director for the Financial Services Industry Solution Engineering department at Microsoft. Together, they discuss the challenges facing businesses in the financial sector as they adhere to international regulatory bodies, and how Microsoft works hard to ensure all their departments are able to work with the regulators on developing exceptional products.

Project Management is weird. You can have the same job title and be a very tactical execution-minded project manager - which is the way most of us start. Or you can be a strategic part of the leadership team, recognized for your ability to help executives make their vision a reality.  So, how do you develop yourself from tactical implementer to strategic partner?  This episode we are joined by two experienced leaders, Ralph Kliem and Gregg Richie, who have made this transition, and rose to provide pivotal strategic partnership roles with executive teams to help them develop Disaster Recovery capabilities. In fact, they wrote the book on it: Business Continuity Planning: A Project Management Approach. Ralph and Gregg will talk us through how to step beyond the mindset of a tactical project manager and engage with our leadership teams as a strategic partner. About our amazing guests, Ralph Kliem and Gregg Richie Ralph Kliem, M.A.,PMP, CBCP, is the author or co-author of twenty books, including the Management Lessons of the Great Explorers; Political Risk Management and the Global Supply Chain; Business Continuity Planning; and Leading High Performance Projects. He has also published in the Project Management Journal and PM Network.  He managed numerous business continuity projects and programs for major airplane programs at The Boeing Company as well as financial, operational auditing, and information systems projects. He is now retired after over 40 years in the private and public sectors.  Gregg D. Richie, has over 40 years of experience in project management.  His education includes a MBA with a specialization in Project Management from Indiana Wesleyan University, a BS in Workforce Education and Development from Southern Illinois University at Carbondale, and a Master's Certificate in Applied Project Management from Villanova University. He has managed, participated in, or consulted on more than 1200 projects in his career, and  He authored three books on Microsoft Project.  As a retired member of the US Navy SEABEES, he uses real-world experiences in teaching project management concepts. You can follow or connect with Gregg at:   @GreggDRichie https://www.linkedin.com/in/greggrichie/   You can find their book on Amazon at https://www.amazon.com/Business-Continuity-Planning-Management-Approach/dp/1482251787/  JOIN THE HAPPY HOUR! Get access to all podcasts, PDU certificates, bonus content, exclusive member Q&A webinars and more from our membership! https://pmhappyhour.com/membership STUMP THE PM'S! We love to hear about your tough PM issues, so please hit us up at podcast@pmhappyhour.com or on Linkedin and we'll see if we can help you. If we use your question, we'll send you a PM Happy Hour coaster you can enjoy at your next happy hour.  

In this episode of Building Globally: Lessons in Enterprise Product Growth, our host Adam Stead is joined by Lucas Thelosen, the Head of Product, Data & AI Cloud at Google. Together they discuss the treatment of Data and AI as their own product within a business, and how Lucas's domestic-first approach to product development can benefit global growth.

In this episode of Building Globally: Lessons in Enterprise Product Growth, our host Adam Stead is joined by Derek Boman, Director and Head of Product Design at Fintech platform Avant. Together they discuss the tough global landscape of fintech UX and UI that Derek and his team navigate everyday, the trust issues that consumers have with banking, and how they can juggle those issues whilst innovating the fintech space with new technologies.

In this episode of Building Globally: Lessons in Enterprise Product Growth, our host Adam Stead is joined by Mauricio Monico, the Chief Product Owner of Wish. Together, they discuss Mauricio's journey at the company and how he helped turn around the brand's negative recognition through some difficult decisions - affecting their place in the global marketplace. Some of those decisions turned out well, and some didn't. But in our discussion, you'll hear how all those decisions came together to help Wish grow their global brand as a product.

Rewolucja w narzędziach do zarządzania projektami już jest. Dziś odpowiadam na Wasze pytania na temat narzędzi do zarządzania projektami.

Würden Sie nach einer Projekt- und Portfoliomanagement-Lösung suchen um Ihre Produktionsplanung zu optimieren? Vermutlich eher nicht. Doch genau das war das Erfolgsgeheimnis des Energieunternehmens Končar Power Transformers (kurz KPT). Končar Power Transformers Ltd. ist ein Joint Venture von Siemens Energy und Končar mit Sitz in Zagreb und hat sich auf die Konstruktion, Entwicklung, Produktion, den Verkauf, die Prüfung und den Service von Leistungstransformatoren spezialisiert. Mit der neuen Lösung wollte das Unternehmen seine Kleinserienproduktion für maßgeschneiderte komplexe Produkte rationalisieren. In der heutigen Episode möchten wir Ihnen diesen ungewöhnlichen Use Case vorstellen. Zu Gast ist Lösungsexperte und TPG Key Account Manager Martin Hespe. Er hat das Projekt mit begleitet und gibt uns Einblicke auf Herausforderungen, Gründe und Vorteile der neuen Lösung für KPT. Viel Spaß beim Zuhören!

Jeremy Tangren, Director of Media Operations at The Duckbill Group, joins Corey on Screaming in the Cloud to discuss how he went from being a Project Manager in IT to running Media Operations at a cloud costs consultancy. Jeremy provides insight into how his background as a Project Manager has helped him tackle everything that's necessary in a media production environment, as well as what it was like to shift from a career on the IT side to working at a company that is purely cloud-focused. Corey and Jeremy also discuss the coordination of large events like re:Invent, and what attendance is really like when you're producing the highlight reels that other people get to watch from the comfort of their own homes. About JeremyWith over 15 years of experience in big tech, Jeremy brings a unique perspective to The Duckbill Group and its Media Team. Jeremy handles all things Media Operations. From organizing the team and projects to making sure publications go out on time, Jeremy does a bit of everything!Links Referenced: duckbillgroup.com: https://duckbillgroup.com requinnvent.com: https://requinnvent.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Today's guest is one of those behind-the-scenes type of people who generally doesn't emerge much into the public eye. Now, that's a weird thing to say about most folks, except in this case, I know for a fact that it's true because that's kind of how his job was designed. Jeremy Tangren is the Director of Media Operations here at The Duckbill Group. Jeremy, thank you for letting me drag you into the spotlight.Jeremy: Of course. I'm happy to be here, Corey.Corey: So, you've been here, what, it feels like we're coming up on the two-year mark or pretty close to it. I know that I had you on as a contractor to assist with a re:Invent a couple years back and it went so well, it's, “How do we get you in here full time? Oh, we can hire you.” And the rest sort of snowballed from there.Jeremy: Yes. January will be two years, in fact.Corey: I think that it's one of the hardest things to do for you professionally has always been to articulate the value that you bring because I've been working with you here for two years and I still do a pretty poor job of doing it, other than to say, once you get brought into a project, all of the weird things that cause a disjoint or friction along the way or cause the wheels to fall off magically go away. But I still struggle to articulate what that is in a context that doesn't just make it sound like I'm pumping up my buddy, so to speak. How do you define what it is that you do? I mean, now Director of Media Operations is one of those titles that can cover an awful lot of ground, and because of a small company, it obviously does. But how do you frame what you do?Jeremy: Well, I am a professional hat juggler, for starters. There are many moving parts and I come from a history of project management, a long, long history of project management. And I've worked with projects from small scale to the large scale spanning globally and I always understand that there are many moving parts that have to be tracked and handled, and there are many people involved in that process. And that's what I bring here to The Duckbill Group is that experience of managing the small details while also understanding the larger picture.Corey: It's one of those hard-to-nail-down type of roles. It's sort of one of those glue positions where, in isolation, it's well, there's not a whole lot that gets done when it is just you. I felt the same thing my entire career as a sysadmin turned other things that are basically fancy titles but still distilled down to systems administrator. And that is, well step one, I need a web property or some site or something that is going to absorb significant traffic and have developers building it. Because, “Oh, I'm going to run some servers.” “Okay, for what purpose?” “I don't know.”I was never good at coming up with the application that rode on top of these things. But give me someone else's application, I could make it scale and a bunch of exciting ways, back when that was trickier to do at smaller scale. These days, the providers out there make it a heck of a lot easier and all I really wind up doing is—these days—making fun of other people's hard work. It keeps things simpler, somehow.Jeremy: There always has to be a voice leading that development and understanding what you're trying to achieve at the end. And that's what a project manager, or in my role as Director of Media Operations, that's what I do is I see our vision to the end and I bring in the people and resources necessary to make it happen.Corey: Your background is kind of interesting. You have done a lot of things that a lot of places, mostly large companies, and mostly on the corporate IT side of the world. But to my understanding, this is the first time you've really gone into anything approaching significant depth with things that are cloud-oriented. What's it been like for you?Jeremy: It's a new experience. As you said, I've had experience all over the industry. I come from traditional data centers and networking. I'm originally trained in Cisco networking from way back in the day, and then I moved on into virtual reality development and other infrastructure management. But getting into the cloud has been something new and it's been a shift from old-school data centers in a way that is complicated to wrap your head around.Whereas in a data center before, it was really clear you had shelves of hardware, you had your racks, you had your disks, you had finite resources, and this is what you did; you built your applications on top of it and that was the end of the conversation. Now, the application is the primary part of the conversation, and scaling is third, fourth, fifth in the conversation. It's barely even mentioned because obviously we're going to put this in the cloud and obviously we're going to scale this out. And that's a power and capability that I had not seen in past companies, past infrastructures. And so, learning about the cloud, learning about the numerous AWS [laugh] services that exist and how they interact, has been a can of worms to understand and slowly take one worm out at a time and work with it and become its friend.Corey: I was recently reminded of a time before cloud where I got to go hang out with the founders at Oxide over in Oakland. I'd forgotten so much of the painful day-to-day minutia of what it took to get servers up and running in a data center, of the cabling nonsense, of slicing your fingers to ribbons on rack nuts, on waiting weeks on end for the server you ordered to show up, ideally in the right configuration, of getting 12 servers and 11 of them provision correctly and the 12th doesn't for whatever godforsaken reason. So, much of that had just sort of slipped my mind. And, “Oh, yeah, that's right. That's what the whole magic of cloud was.”Conversely, I've done a fair bit of IoT stuff at home for the past year or so, just out of basically looking for a hobby, and it feels different, for whatever reason, to be running something that I'm not paying a third party by the hour for. The actual money that we're talking about in either case is nothing, but there's a difference psychologically and I'm wondering how much the current cloud story is really shaping the way that an entire generation is viewing computers.Jeremy: I would believe that it is completely shifted how we view computers. If you know internet and computing history, we're kind of traveling back to the old ways of the centrally managed server and a bunch of nodes hanging off of it, and they basically being dummy nodes that access that central resource. And so, with the centralization of AWS resources and kind of a lot of the internet there, we've turned everyone into just a node that accesses this centralized resource. And with more and more applications moving to the web, like, natively the web, it's changing the need for compute on the consumer side in such a way that we've never seen, ever. We have gone from a standard two-and-a-half, three-foot tall tower sitting in your living room, and this is the family computer to everybody has their own personal computer to everyone has their own laptops to now, people are moving away from even those pieces of hardware to iPads because all of the resources that they use exist on the internet. So, now you get the youngest generation that's growing up and the only thing that they've ever known as far as computers go is an iPad in their hands. When I talk about a tower, what does that mean to them?Corey: It's kind of weird, but I feel like we went through a generation where it felt like the early days of automobiles, where you needed to be pretty close to a mechanic in order to reliably be convinced you could take a car any meaningful distance. And then they became appliances again. And in some cases, because manufacturers don't want people working on cars, you also have to be more or less a hacker of sorts to wind up getting access to your car. I think, on some level, that we've seen computers turn into appliances like that. When I was a kid, I was one of those kids that was deep into computers and would help the teachers get their overhead projector-style thing working and whatnot.And I think we might be backing away from that, on some level, just because it's not necessary to have that level of insight into how a system works to use it effectively. And I'm not trying to hold back the tide of progress. I just find it interesting as far as how we are relating with these things differently. It's a rising tide that absolutely lifts all ships, and that's a positive thing.Jeremy: Well, to carry your analogy further with cars, it used to be, especially in the United States, that in order to drive a car you had to understand a manual transmission, how to shift through all those gears, which gave you some understanding of what a clutch was and how the car moved. You had a basic understanding of how the car functions. And now in the United States, we all have automatic transmissions, and if I ask a regular person, “Do you understand how an engine works?” They'll just tell me straight, “No, I have no idea. My car gets me from A to B.”And computers have very much become that way, especially with this iPad generation that we're talking about, where it's a tool to access resources to get you from A to B, to get you from your fingertips to whatever the tools are that you're trying to access that are probably on the internet. And it changes the focus of what you need to learn as you're growing up and as you get into the industry. Because, say, for me, and you, Corey, we grew up with computers in their infancy and being those kids in the classroom, helping the teachers, helping our family members with whatever tech problem that they may have. Those were us. And we had to learn a lot about the technology and we had to learn a lot of troubleshooting skills in order to fix our family's problems, to help the classroom teacher, whatever it was. So, that's the set of skills that we learned through that generation of computers that the current generation isn't having to deal with as far as the complexity and the systems are concerned. So, they're able to learn different skills. They're able to interact with things more natively than you were I ever imagined.Corey: Well, I'm curious to get your perspective on how that's changed in the ways that you're interacting with teams from a project management perspective. I mean, obviously, we've seen a lot of technological advancement over the course of your career, which is basically the same length as mine, but what have you seen as far as how that affects the interplay of people on various teams? Or has it?Jeremy: It's made them more connected and less connected at the same time. I've found my most effective teams—generally—worked together in the same location and could turn around and poke the other team member in the back. And that facilitated communication all of the time. But that's not how every team can function. You have to lay on project management, you have to lay on tools and communication. And that's where this technology comes in is, how has it improved? How has it changed things?And interestingly, the web has advanced that, I think, to a significant degree because the old school, old project management style was either we're going to start planning this in Excel like so many managers do, or we're going to open up Microsoft Project and we're going to spend hours and hours and hours in this interface that only the project manager can access and show everyone. So, now we're in a point where everybody can access the project plan because it exists on the web—Smartsheets or whatever—we have instant communication via chat—whatever our chat of choice is Slack, Discord, IRC—and it allows us to work anywhere and be asynchronous. So, this team that previously I had to have sitting next to each other to poke each other, they can now be spread all over the world. I had a project a number of years ago working in virtual reality that we did exactly that. We had six teams spanned globally, and because we were able to hand off from each other through technology and through competent project management, the project was able to be built and successful rather than us continuing to point fingers at each other trying to understand what the next step is. So yeah, the technology has definitely helped.Corey: It's wild to me just seeing how… I guess, the techno-optimism has always been, “Oh, technology will heal the world and make things better,” as if it were this panacea that was going to magically take care of everything. And it's sort of a “Mo money, mo problems” type of situation where we've got, okay, great. Well, we found ways to make the old things that were super hard trivial, and all that's done is unlock a new level of problem because people remain people, for whatever it is. You work a lot more with people than you do with technology, despite the fact that if you look at the actual ins and outs of what you do, it's easy to look at that and say, “Oh, clearly, you're a technical person working on technology.” I would say you're a people-facing person.Jeremy: I agree with that, and that's why I refer to the people participating in my projects or on my team or what have you as people and not resources. Because people contribute to these things, not resources.Corey: So, what I'm curious about—since everyone seems to have a very disjointed opinion or perspective on how the sausage gets made over here—can you describe what your job is because I've talked to people who are surprised I have someone running media operations. Like, “How hard is it? You just sit down in front of a microphone and talk, and that's the end of it.” And I don't actually know the answer to that question because all I do is sit down in front of a microphone and talk, and that's the end of it. You have put process around things that used to vex me mightily and now I don't really know exist. So, it's sort of a weird question, but what is it you'd say it is you do exactly?Jeremy: I've actually had to answer this question a lot of times. The really, really simple version is I do everything that Corey doesn't [laugh]. Corey records and creates the content, he's the face of the company—you are the face of the company, Corey—and you do what you do. And that leaves everything else that has to be done. Okay, you record an episode of Screaming in the Cloud. What happens next?Well, it goes off to a team to be edited and then reviewed by the recording guest—to be reviewed by the guest. We have video editing that has to take place every time you go out to a shoot, we coordinate your presence on-site at events, we coordinate the arrival of other people to your events. In its shortest form, everything that is media-related that entails some kind of management or execution that is not creating content, I'm there moving things along or I have one of my teams moving things along.Corey: Before you showed up, there were times where I would record episodes like this and they wouldn't get published for three or four months because I would forget to copy the files from the recording off so that the audio processing team could handle that. And small minor process improvements have meant that I'm no longer the critical path for an awful lot of things, which is awesome. It's one of those invisible things around me that I vaguely know is there most of the time, but don't stop to think about it in quite the same way. Like, think of it as taking an airline trip somewhere: you get on the plane, you talk to the person at the gate, you [unintelligible 00:17:05] the flight attendants help you with your beverages or bags and whatnot, but you don't think about all the other moving parts that has to happen around aircraft maintenance, around scheduling, around logistics, around making sure that the seat is clean before you sit down at cetera, et cetera. There's so much stuff that you're sort of aware of you stopped to think about it, but it's not something that you see on a day-to-day basis, and as a result, it's easy to forget that it's there.Jeremy: That's what happens with people working in the background and making sure that things happen. A good example of this is also re:Quinnvent coming up here in a month, where we'll be at re:Invent—my production team, Corey, et cetera—where Corey will be recording content and we will be producing it in very short order. And this is an operation that has to occur without Corey's involvement. These are things that happen in the background in order to produce the content for the audience. There's always somebody who exists behind the scenes to move things along behind the creator. Because, Corey, you're a very busy person.Corey: People forget that I also have this whole, you know, consulting side thing that I do, too—Jeremy: Yeah.Corey: You know, the primary purpose of our company?Jeremy: Yeah. You are one of the busiest people I've ever met, Corey. Your calendar is constantly full and you're constantly speaking to people. There's no way that you would have the time to go in and edit each of these audio recordings, each of these video recordings, what have you. You have to have force multipliers hiding behind you to make things happen. And that's the job of the Director of Media Operations at Last Week in AWS.Corey: I have to ask since last year was your first exposure to it—that was your first re:Invent in person—what do you think of it?Jeremy: It was a madhouse [laugh]. I had managed re:Quinnvent back in 2021 remotely and I did not have the clear understanding of how far away things are, how convoluted the casinos are, things of that nature. And so, when I was working with you in 2021, Corey, I had to make a lot of assumptions that now I know better now that I've been on site. Like, it can take you 30 or 45 minutes to get across the street to one of the other re:Invent locations. It's really ridiculous.Corey: That was one of the reasons I had you and also I had Mike go out to re:Invent in person the first year that I was working with either of you on a full-time basis, just because otherwise it turned into, “Oh, it's just across the street. Just pop on over and say hi. It'll take you 20 minutes.” No, it'll take 90 by the time you walk through the casinos, find your way out, get over there, have your meeting, and get back. It's not one of those things that's trivial, but it's impossible to describe without sounding like a lunatic until someone has actually been there before.Jeremy: That's absolutely true. The personal experience is absolutely required in order to understand the scale of the situation, the number of people that are there, and the amount of time it's going to take to get to wherever you need to be, even if you're on the expo floor. Last year, I needed to deliver some swag to a vendor and it took me the better part of 15, 20 minutes to find that vendor on the expo floor using AWS's maps. It's a huge space and it's super convoluted. You need all the help that you can get. And being there in person was absolutely critical in order to understand the challenges that you're facing there, Corey.Corey: People think I'm kidding when I say that, “Oh, you're not going to re:Invent. I envy you. You must be so happy.” Like, people sometimes, if they haven't been, think, “Oh, I'm losing out because I don't have the chance to go to this madhouse event.” It's not as great as you might believe and there's no way to convince people of that until they've been there.I'm disheartened to learn that Google Cloud Next is going to be in Las Vegas next year. That means that's twice a year I'm going to have to schlep there instead of once. At least they're doing it in April, which is otherwise kind of a conference deadzone. But ugh, I am not looking forward to spending even more of my life in Las Vegas than I already have to. I'm there for eight nights a year. It's like crappy Cloud Hanukkah.Jeremy: [laugh]. I second that. To be perfectly honest, San Francisco and Moscone Center, I really enjoy them as venues for these kinds of conferences, but Las Vegas is apparently able to handle things better. I don't know, I'm not real happy about the Vegas situation either, and it takes a toll.Corey: Yeah, I tend to book the next week afterwards of just me lying flat on my back not doing anything. Maybe I'll be sick like I was last year with Covid when we all got it. Maybe I will just be breathing into a bag and trying to recuperate after it. But I know that for mostly the rest of the December, I just don't want to think about cloud too heavily or do too much with it, just because even for me, it's been too much and I need some decompression time.Jeremy: I hear that. I mean, you've had three weeks of Amazon just firehosing everyone with new service releases, new updates, just constantly, and re:Invent caps it all off. And then we get back and there's just no news and everybody's exhausted from being at re:Invent. Everyone's probably sick from being in Las Vegas. To add to that Las Vegas point, hey, there's a bunch of casinos and they're cigarette smoke-filled. Like, it's a miserable place to be. Why do they insist on putting these conferences there?Corey: It drives me nuts and it's one of those things where it's—I mostly feel for the people at Amazon who have to put this show on because yeah, I complain that I don't get much of a Thanksgiving because I have this whole looming event happening, but there are large squadrons of people that they send out in advance for weeks at a time to do things like build out the wireless networks, get everything set up, handle logistics, all of it, and those people forget having, [I think 00:23:35], something hanging over their head during Thanksgiving; they're spending Thanksgiving at… you know, a hotel. That's not fun.Jeremy: No, that's not fun at all. And I understand the stresses that they're under and what these event coordinators are having to deal with. This is a huge event and it's super thankless. That networking team, if things don't work absolutely perfectly and everybody has maximum bandwidth at all times, that poor networking team is going to catch hell, and they just spent weeks getting ready for this. That sucks. I don't really envy them, but I do applaud them and their effort.We've spent the last two [laugh] Thanksgivings planning our own event to make sure things happen smoothly. These big events take a lot of planning, a lot of coordination, and a lot of people. And I think that folks always underestimate that. They underestimate the level of involvement, the level of investment, and what it takes to put on a big show like this.Corey: I mean, there is the counterpoint as well, where we still go because it is the epicenter of the AWS universe. Despite all the complaints I have about it, I like the opportunity to talk to people who are doing interesting things who are building stuff that I'm going to be either using or have inflicted upon me over the next year. And even the community folks, just talking to people who are in the trenches as well, figuring out, okay, AWS built this thing and now I've got to work with it. There's really something to be said for having the opportunity to talk to those people face-to-face. I don't have a whole lot of excuses to go to all the places these people are from, but for one week a year, we all find ourselves in Las Vegas. So, that's at least the silver lining for me. Did you find any silver linings last time or was it simply, “I finally got to go home?”Jeremy: [laugh]. No, actually, I did enjoy it. To your point, getting to speak to the service owners, these people who've written the code, is an amazing opportunity. For example, I got to run into the DeepRacer folks last year before they set up for the tournament, and they were super helpful and super encouraging to get into the DeepRacer program. I explained, “I don't know how to code,” and they said, “That's fine. You can still get into it, you can still learn the basics.”And that's super endearing, that's really supportive, and that's really emblematic of the community that's coming to re:Invent. So, this is a great place to be for this experience, to meet these people, and to associate with other users like yourself. In fact, we're hosting the Atomic Liquors Drink-Up on November 29th for our community who's coming to re:Invent, and we want everybody who's able to come so that we can say hi, pay for your drinks and, you know, talk to us.Corey: Yeah, it starts at 7 p.m. We're co-hosting with RedMonk. No badge needed, no one will scan anything or try to sell you anything. It's just if you want to schlep the three miles from the strip out to Atomic Liquors to hang out with people who are like-minded, it's one of my favorite parts of the show every year. Please, if you're hearing this, you're welcome to come.Jeremy: Absolutely. It's open. No tickets required. It's totally free. I'll be there. Corey will be there—Corey is always there—and it'll be a great time, so I look forward to seeing you there.Corey: Indeed. Jeremy, thank you so much for taking the time out of your increasingly busy day as re:Invent looms ever closer to chat with me for about this stuff. If people want to learn more about what we're up to, where should they go to keep up? I lose track of what URL to send people to.Jeremy: [laugh]. Yeah, thank you for having me, Corey. And the best place to learn about what we're doing at re:Invent is actually requinnvent.com. That's R-E-Q-U-I-N-N-V-E-N-T dot com.Corey: And we'll put a link to that in the [show notes 00:27:33] for sure. Or at least your people will. I have nothing to do with it.Jeremy: Yes, I'll make sure they take care of that. Visit the website. That's where we've got our schedule, all the invites, anything you need to know about what we're doing at re:Invent that week is available on requinnvent.com.Corey: Jeremy, thank you for taking the time to speak with me. I really appreciate it.Jeremy: Thank you, Corey.Corey: Jeremy Tangren, Director of Media Operations here at The Duckbill Group. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice, along with an angry comment that one of these days someone on Jeremy's team will make it a point to put in front of me. But that day is not today.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.

Heute erhältst du die volle Ladung Projektmanagement mit und ohne Microsoft Project. Welche Voraussetzungen werden in der Organisation benötigt, warum ist ein digitales Tool sinnvoll und wie startest du am besten mit dem Thema? Torben hat die Antworten.

Wer kennt sie nicht, die vielen Projekte und die unterschiedlichen Phasen davon. Zum Glück gibt es mittlerweile einige Tools, die uns dabei bestmöglichst unterstützen. So auch Microsoft Project. Zusammen mit Torben Blankertz taucht Dominique Deep Dive mäßig in das Thema ein und erfährt so einiges über das Tool und seine Fähigkeiten.

In This Episode:A seasoned veteran of project and program management, Joseph Jordan, joins us in a riveting discussion on PM Mastery. With 45 years of invaluable experience, Joseph provides us with an inside look into his current role with Trace Systems and his exciting journey of writing his book, The Mini Project Framework. He also takes us along on his future endeavours as he hopes to create a product or application that will assist others in the realm of project management.Navigating the dynamic landscape of project management, Joseph enlightens us on the challenges it holds and the significance of staying well-informed. He imparts his wisdom on managing the constraint triangle of scope, schedule, and budget - a skill honed from his vast professional experience. Gleaning from his personal tools, Joseph introduces us to the efficacy of Microsoft Project and OneNote and provides a sneak peek into his mini-project framework.As we delve deeper, we explore the Project Management Institute's framework for citizen development and the fascinating concept of project revolution. Joseph explains the potential benefits of transitioning a project to a product. He underscores the importance of gate reviews and the poignant idea of accepting sunk costs as a part of the project management journey. The discussion takes an insightful turn as we uncover the principles of Rolling Wave planning and its applications across various project types. Listen in and enrich your project management journey with Joseph's trailblazing experiences and insights.Favorite Tool(s):Microsoft Project - https://www.microsoft.com/en-us/microsoft-365/project/project-management-softwareMicrosoft OneNote - https://www.microsoft.com/en-us/microsoft-365/onenote/digital-note-taking-appLinks:Check out Joseph Jordan on LinkedIn: https://www.linkedin.com/in/josephjordanpmp/Joseph Jordan's Website: https://www.josephjordan.org/Mini Project Framework: https://www.josephjordan.org/2022/08/27/the-mini-project-framework/For a full podcast episode list, visit here: PM-Mastery Podcast Episodes.For a full list of blog posts, go here: PM-Mastery Blog PostsPM-Mastery.com PMI Talent Triangle: Technical /Ways of Working - Leadership/Power Skills (Learn More)Get your free PDU Tracker here: https://pm-mastery.com/resource/

On APPLE DEVICES or other Podcasts? Watch on Spotify or here: https://www.youtube.com/watch?v=nscUZ6rnpqQ Join Darrell Mesa, PMP, CSM⁠, ⁠Edward Coke, PMP, CAPM, CATP, CSM, MSPM, MBA⁠  and Phill for a lesson on MS Project Fundamentals! FREEAre you ready to elevate your project management skills to new heights? Join our comprehensive MS Project Basics Training Webinar and master the art of managing projects with Microsoft Project. Whether you're a beginner looking to establish a strong foundation or a seasoned professional seeking to enhance your proficiency, this webinar has something for everyone!Webinar Highlights:PART 1: Essential FoundationsLearn the fundamental building blocks of MS Project in a condensed 1-hour session. Gain insights into:

Junior Superintendent Tim Powell and Project Executive Nick Rosswog talk with Herb about how their Microsoft Project in South Hill, Virginia is going. The crew discusses the difficulties of working on a project with many subcontractors working simultaneously and what our crew can learn from it. As always, Herb reads off submitted shout-outs, and shares important information about the Sargent scholarship. Sargent Scholarship Application: chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://sargent.us/wp-content/uploads/2022/04/Scholarship-Form-2022-Fillable-PDF-1.pdfResources: If you're an Employee-Owner at Sargent, and haven't joined the Sargent Employee Facebook page, please send a request and it will be approved ASAP. https://www.facebook.com/groups/654722688058070/permalink/2072270649636593/ If you liked this week's episode and are interested in becoming an Employee-Owner at Sargent, please visit our careers page on the Sargent website. https://sargent.us/careers/open-positions/

The podcast by project managers for project managers. Transformations fail because we are failing to transform our people. In a successful transformation project, it is crucial to manage human behavior and pay attention to aligning culture and strategy. To lead a successful transformation project cultivate a healthy environment that inspires people to follow. Table of Contents 02:06 … Ricardo's Story04:40 … Transforming Passion into Profession06:20 … Brightline Initiative10:44 … The Failure Rate on Digital Transformations15:54 … When Strong Leadership is a Liability20:18 … Effective Team Collaboration24:32 … Kevin and Kyle25:37 … Aligning Culture and Strategy30:39 … Diversity is More Effective33:26 … Cultivate a Healthy Culture36:17 … Getting Stakeholders Onboard41:33 … Contact Ricardo44:16 … Closing RICARDO VARGAS:  So what happens on digital transformation?  The company say, “We are doing this.  We are transformed.”  And the employee that is there saying, “And so what?  What is in there for me?  What is in there for me?”  And if I don't see that, what I do?  I will say, you know, “I don't want to be part of that.” WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  I'm Wendy Grounds, and in the studio with me is Bill Yates and Danny Brewer.  We love having you join us twice a month to hear about project stories and leadership lessons, as well as advice from industry experts from all around the world.  And we want to bring you some support as you navigate your projects.  We have one such leadership expert with us today. BILL YATES:  We are fortunate to have Ricardo giving us the time and sharing his experience and knowledge with us.  It's going to be phenomenal. WENDY GROUNDS:  I'm sure many of you have heard of Ricardo Vargas.  He's an experienced leader in global operations, project management, business transformation, as well as crisis management.  He's the founder and managing director of Macro Solutions. And he's also a former chairman of the Project Management Institute, as well as a PMI fellow.  He also tells us a little bit about being the director of project management and infrastructure of the United Nations, leading more than 1,000 projects in humanitarian development projects.  And we talk to him about the Brightline Initiative.  Ricardo created and led this initiative from 2016 to 2020.  He has the Five Minutes podcast, and he gives some excellent project management advice on his podcast. BILL YATES:  Wendy, it's going to be great to talk with Ricardo and get his input on the human side on digital transformation projects, complex projects, where sometimes we get a bit fascinated with the technology.  And as Ricardo points out, it's all about the people. WENDY GROUNDS:  Hi, Ricardo.  Welcome to Manage This. RICARDO VARGAS:  Thank you very much.  I'm very glad to be here with you today. Ricardo's Story WENDY GROUNDS:  We are really honored to have you.  I think it's been a long time coming that we wanted to talk with you, so we're honored to have you with us today.  Can you look back and tell me how you got into project management?  What's your story? RICARDO VARGAS:  No, that's very interesting because you know my background, I'm a chemical engineer.  And when I was a student of chemical engineering, this was in the early ‘90s.  One of the disciplines I was studying was operational research.  So how do you put things in order, you know, on the production line, on the project.  And that was the first time I met the concept of critical path, of you know, resource leveling. And coincidentally, at that exact time I was working with Microsoft.  I was owner of a partner of Microsoft in Brazil.  And Microsoft was putting an effort on a new tool that they want to roll out in Brazil that was called Microsoft Project.  And they didn't want anyone to say, “Okay, who can help us to leverage that?”  Because, Excel has mathematics,

What's up everyone today we're talking about marketing roadmaps. Rodmaps are usually more common with tech product teams and they are also very common in the project management world. It's about giving your team the big picture and helping everyone align on project goals. Anyone who's been in marketing knows that this is something super useful that can be applied to this practice as well.Key takeaway: While it doesn't always have to be set in stone, a roadmap helps your team stay accountable to certain tasks and deliverables but it's also a focus weapon that arms you with the ability to say no to new requests. You work on priorities and capacity, you share it with other departments for feedback and it becomes marching orders. DefinitionOkay so how would you define a roadmap?Definition: A team roadmap is a visual overview showing what projects and tasks will be worked on and when.It usually includes objectives, milestones/tasks, deliverables, resources, and a timeline.A roadmap can serve as a reliable reference guide to help keep the team on track and share with other stakeholders your key projects and objectives. So how do you bring this to life?So I like to do this quarterly. Usually I have a backlog list of projects. This is made up of ideas and things that have popped up over time that we want to get to eventually. From the backlog, you want to try and assign a priority. This exercise can be wildly complex but it can be a simple ICE exercise (Impact, confidence, effort).One keep component as you score projects is company goals and OKRs. Defining the business goals and objectives that the marketing team will work to support. This is usually trickled down in some capacity from management. It might include goals related to increasing brand awareness, generating leads, or improving customer satisfaction.Then you look at capacity, how many hours of work does your team have this quarter, subtract meeting time and PTO. One thing I like to do here is keep a buffer of 15% time for unexpected urgent tasks that pop up.Then you can decide what stays in the backlog and what gets prioritized for the upcoming quarter.There's a bunch of different tools you can use for roadmapping, whether it's Jira, Asana, Trello, Notion or others, they all boil down to very similar functions. Start with a list of core projects Break up the projects into sub tasks and milestones Assign task owners and deadlines Describe each task and highlight dependencies ToolsWhat are the best tools to developing a timeline for the initiatives and activities, including key milestones and deliverables.There are many different tools that organizations can use to develop a timeline for their marketing initiatives and activities, including key milestones and deliverables. Some common examples include:Project management software, such as Notion, Asana, Trello, or Microsoft Project, which can be used to create a visual representation of the timeline, track progress, and manage resources.Collaboration tools, such as Slack, Google Hangouts, or Microsoft Teams, which can be used to communicate with team members, share information, and collaborate on tasks.Gantt charts, which are graphical representations of the tasks and dependencies within a project. Gantt charts can be used to visualize the timeline, identify potential conflicts or bottlenecks, and adjust the schedule as needed.Spreadsheet software, such as Microsoft Excel or Google Sheets, which can be used to create a tabular representation of the timeline, track progress, and perform calculations.Overall, the best tools for developing a timeline will depend on the specific needs and preferences of the organization. By using a combination of different tools, organizations can create a comprehensive and effective timeline that helps them plan and execute their marketing initiatives and activities.What's your fav tool?Trello never fails. But I've become a big fan of Notion.Yes, Notion can be used for project management and roadmaps. It's usually thought of as a company wiki or a place to write memos, but it's so much more… and if it can also help you manage your projects… imagine combining all of that in one place.Many teams have A company docs or wiki like Confluence They have a project management tool like Asana or Jira And then they have a bunch of scattered docs in the form of google sheets, google docs, folders That usually includes a bunch of emails also But imagine if you could have just 1 tool to rule all of these. At my startup we use Notion pretty heavily. Not every does this to a T, we do have some stragglers, but imagine a world where Company docs and memos are no longer emails or a various panoply of google docs Projects are managed in one spot and reference things in the same tool, no need for separate logins or extra credentials All in Notion. Notion is a versatile and customizable productivity tool.I use it personally but also at work, like I mentioned.But because of its versatility, Notion sometimes gets a bad rep when it comes to project management or roadmapping… I'm here to tell you it can all work in there.Notion has a database that enables you to have a variation of views on projects and items, it has templates, it has comments and tracking changes features, it can do anything Trello or Asana can and more.Identifying stakeholdersIt's easy to assume you chatted with important folks before diving into projects but speaking from experience, forgetting a key stakeholder and realizing it too late can create major chaos.What's the best path to identify dependencies and stakeholders?Conducting a stakeholder analysis, which involves identifying and prioritizing the stakeholders who are relevant to the project or initiative, and assessing their interests, needs, and potential impact. This can help organizations understand who the key stakeholders are and what their priorities and expectations are, and can inform the development of the project or initiative.Creating a stakeholder map, which is a visual representation of the relationships between the stakeholders and the project or initiative. This can help organizations understand how the stakeholders are connected, and can identify potential areas of conflict, collaboration, or influence.Developing a stakeholder engagement plan, which outlines the strategies and tactics that will be used to engage and communicate with the stakeholders throughout the project or initiative. This can help organizations ensure that the stakeholders are involved and informed, and can provide feedback and support as needed.Overall, identifying dependencies and stakeholders is an important step in the project or initiative planning process, and can help organizations understand the potential impacts and risks, and develop strategies to manage them effectively. By using a structured and systematic approach, organizations can improve their chances of success and achieve their goals and objectives.Sharing your roadmapFinally, how do you share this roadmap?Some possible approaches include:Creating a visual representation of the roadmap, such as a timeline, mind map, or infographic, which can be used to illustrate the key initiatives, activities, and milestones in an engaging and easy-to-understand format.Using storytelling techniques to communicate the roadmap, such as narrating a journey or creating a storyboard that shows the evolution of the marketing plan over time. This can help stakeholders understand the context, purpose, and value of the roadmap, and can make it more memorable and engaging.Using interactive elements, such as videos, animations, or simulations, to communicate the roadmap. This can help stakeholders understand the details of the roadmap, and can provide a more engaging and immersive experience.Using collaborative tools, such as online whiteboards, forums, or surveys, to communicate the roadmap and gather feedback from stakeholders. This can help stakeholders feel more involved and invested in the marketing plan, and can provide valuable insights and ideas that can be incorporated into the roadmap.Overall, there are many creative ways that organizations can communicate their marketing roadmap to key stakeholders. By using innovative and engaging approaches, organizations can improve the impact and effectiveness of their marketing plan, and enhance their chances of success.Staying flexibleSo this is all nice and stuff but everyone knows, especially in a startup, priorities change. So you spent all of this time building and planning a roadmap but something new comes along.How rigid are you in accommodating this? Saving capacity for adhoc projects Saying no is okay How far out is too far out1 year is way too far out, even 6 months. Quarterly is my preference but some teams might opt for monthly. Lots of dev teams do bi weekly sprints or epics… it's really up to you and how stability is in your org.Monthly I found was too much time spent on planning. Quarterly sometimes doesn't stick. ConclusionSo as you set sail on your marketing voyage, don't forget to bring along the maps, compasses, and sextants of the data-driven world. With their help, you can chart a course to marketing success and avoid the pitfalls of uncertainty and unpredictability.✌️--Intro music by Wowa via UnminusCover art created with Midjourney

Projekte planen gehört mittlerweile für viele zum Alltag. Mit Microsoft Project hast du ein gutes Tool an der Hand, das dich und dein Team bei der Planung unterstützt und vorwärts bringt. Zudem wollten wir wissen, was der Unterschied zu Microsoft Planner ist.

Walt Sparling, Host of the PM-Mastery podcast, interviews Jeff Plumblee of Moovila, a project manager, program manager, and fellow podcast host in the project management industry, the This Project Life podcast. This episode appears on both podcasts. The discussion begins with Jeff's education, his work, what initially interested him about Moovila, and what he learns from the podcast This Project Life. Jeff explains the purpose of The Community of Practice episodes of the podcast. Jeff set himself a challenge to post daily on LinkedIn for 10 weeks and he talks about how he is meeting the challenge. Jeff also learns from online courses, such as Udemy. Jeff lists the tools he uses daily, and explains more about This Project Life.Listen in for a delightful conversation about the field of project management.Key Takeaways: Jeff is a Senior Program Officer at a non-profit and a Senior Program Manager at Moovila and he hosts a podcast with a monthly Community of Practice. He also does project management consulting. His background is in sustainable development. At Clemson, Jeff built a rural Haiti water system that is still going. For years, Jeff taught project management to undergrads and graduate students at The Citadel. The disparity between theory and field practice is Jeff's inspiration for working at Moovila. The podcast Jeff runs with Moovila discusses what happens when people get “punched in the mouth.” It builds a community network Jeff describes his Community of Practice. Project managers from different fields see similar problems; they discuss solutions that may translate to other fields. Jeff talks about the PMP certification and what it teaches about processes. Jeff learns each week from podcasting, posting daily on LinkedIn, and online courses. Jeff taught project management using Microsoft Project. Now he uses Moovila; It's very accessible to users. Jeff explains how it works and what he likes about it. Jeff lists the other tools he uses, Slack and Zoom, and Google online products. Walt tells why he uses Google Keep and copies his notes to OneNote. Jeff describes the podcast, This Project Life, and the guests he interviews on it from the world of project management practice. Walt includes a couple of his favorite episodes. Jeff gets cool guests with fascinating stories from major companies. Walt mentions some of his guests on PM-Mastery.   Brought to you by Moovila — Autonomous Project Management Website: Moovila.com/thisprojectlife Email: thisprojectlife@moovila.comResources: Moovila.com PM-Mastery Walt Sparling Jeff Plumblee This Project Life “Community of Practice Live Event: Part 2: Retrospectives and Communications” “Hassan Osman of Cisco: Kickoff Meetings, Project Closures, & Hybrid Work” Pickleball Clemson University Rural Haiti The Citadel Mike Tyson PMP PMI Joseph Phillips Udemy Microsoft Project Slack Zoom Teams Microsoft 365 Sharepoint OneNote Excel Google Keep Google Tasks Google Calendar Google Sheets Google Docs Don't Reply All: 18 Email Tactics That Help You Write Better Emails and Improve Communication with Your Team, by Hassan Osman Project Kickoff: How to Run a Successful Project Kickoff Meeting in Easy Steps, by Hassan Osman Better Online Meetings: How to Facilitate Virtual Team Meetings in Easy Steps, by Hassan Osman

In This Episode:In this episode, I interviewed Angela Thurman from Thurmanco for the second time and we discussed Agile vs agile. In this conversation, we discussed the differences in Agile vs Waterfall methodologies and Angela's thoughts on the future of Agile project management. Project Management Tools:TrelloAsanaSmart SheetsAirTableMS Project A Recommended LinkedIn Course:Agile Project Management with Microsoft Project w/Bonnie BiaforeDid You Know:Orchids grow in every state of the USA.Fun facts about Orchids.Links: Thurmanco.comFor a full list of podcast episodes visit go here: PM-Mastery Podcast EpisodesFor a full list of blog posts go here: PM-Mastery Blog PostsPM-Mastery.com PMI Talent Triangle: Technical (Learn More)Get your free PDU Tracker here: https://pm-mastery.com/resource/

In today's episode, we cover the Microsoft Ignite conference as well as other roadmap articles. So today we have Microsoft Project, Microsoft Bookings, Microsoft Lists, the new Office app and some Whiteboard. A review of the Ignite is now available as an article on afrait.com

In der heutigen Folge befassen wir uns mit der Microsoft Ignite Konferenz aber auch mit anderen Roadmap Artikeln. Somit haben wir heute Microsoft Project, Microsoft Bookings, Microsoft Lists das neue Office App und etwas Whiteboard. Einen Rückblick auf die Ignite als Artikel gibt es neu auf afrait.com

Es ist wieder so weit, die Urlaubszeit hat begonnen und traditionell kommt wieder meine Summer-Special Ausgabe des Proiectum Podcast. Dieses Jahr war ich mir mit dem Thema nicht so sicher und hatte im Vorfeld zu dieser Folge bei LinkedIN und Twitter eine kleine Umfrage gemacht. Gewonnen hat sehr knapp das Thema „Einführung Microsoft Project best-practices“. In dieser Folge werden wir unseren Einstieg über eine reale Anfrage machen, die mich einst über LinkedIN erreicht hatte. Anschließend werden wir uns nach dieser Anfrage langsam vorarbeiten, um dann nach der Angebotsphase den Cliffhänger in die nächste Folge zu bekommen. Also - auf geht's, führen wir eine Project Online Lösung ein. Mehr Infos: Blog: YouTube: https://youtube.com/user/torbla74   Socials: LinkedIN | Twitter | XING

Erica and Brian dive deep on how to translate your strategy into action. Community Industry News: Danhel Fajardo joined Vyond as Senior Community Specialist Jephtah Abu joined AhoyConnect as Product Community Manager Krystal Wu joined OpenSpace as Sr. Community Program Manager Dani Weinstein joined SAP as Director, Community Strategy Jennifer Hudnet was promoted to Sr. Community Manager at Salesforce Karolina Linda was promoted to Director of Community Management at Dynatrace Sabrina Hockett was promoted to Manager, Community Advocacy and Marketing at Mulesoft Aaron Weiss joined Procore Technologies as Senior Community Manager  Corey Denis was promoted to Head of Community, Social, Content - Small Business, CS at Intuit Anne Traeger Young was promoted to Director, Trailblazer Community Strategy and Operations at Salesforce Julieta Cygiel joined Venafi as Community Manager Oana Filip joined Pixieset as Communication and Community Manager Carmelito Bauer joined ZAM as Contractor Associate Community Manager Nicole Long joined Campus Founders as Community Manager Commsor, Insided, and Gainsight have partnered to launch a new FREE on-demand course on how to drive customer success through community Translating Your Strategy To Action Asana, Monday, Trello, Microsoft Project, Smartsheet, Quip Aftershow: Community Life #3 with Brian Oblinger Having fewer kids will not save us from climate change - Vox 

Steve and Ben discuss the historic result for the 2022 Australian federal election, the advent of monkeypox, bioreactors generating meat and other animal food products, as well as the reports of delays for the upcoming iPhone 14 due to lockdowns in China, and the exciting announcement of Project Volterra by Microsoft as the tech giant begins the transition to ARM processors.

Host, Matthew Stoltz, VP of Marketing, and “Bucky” Jobe, VP of Operations at Moovila,  interview Heather Abel, project coordinator from Komatsu Mining Corporation, about Komatsu's $285 million manufacturing facility project and new headquarters in Milwaukee, Wisconsin. They discuss how autonomous project management technology has helped Komatsu stay on track. Heather shares how she became the Project Coordinator for building the new corporate campus — the largest project in the history of Komatsu. She first prepared for and achieved the status of Certified Associate Project Manager (CAPM) from PMI. Next, she worked with “Bucky” Jobe on setting up the multiple workstreams of the construction and installation project in Moovila. Moovila developed new functionality for this Komatsu project. Listen in for the importance of using the right project management technology for the scope of your project.   Key Takeaways: Before this project, Heather was Executive Assistant to the President, with a focus on projects. This Project Coordinator role is a lifetime opportunity for her. Heather quickly got certified in CAPM. The project spans a 60-acre site. It includes a manufacturing plant, offices, robotics labs, a four-story parking garage, and a museum. Heather had about 25 workstreams running at any one time. She needed something robust to manage a team of 60 and their different project plans. The workstreams are not siloed but overlap. Komatsu needed software with visibility to make the experts and project managers accountable. Moovila offered a simple way to assign tasks and accept assignments without email or meetings. A workstream may have multiple projects. Heather tried Microsoft Project but it was not enough. “Bucky” tells of the partnership between Heather and Moovila. Heather was given no rules but was expected to show the results! “Bucky” was involved with the Komatsu project from Day 1 as part of Moovila's White Glove service to fully onboard its customers. Heather shows Matt and “Bucky” more details that involved 15,000 tasks. Heather lists some of the workstreams, such as spaces, furnishings, moving people to the new buildings, and overseeing the project team. Everyone can manage their project as it suits their team, and Heather can coordinate the teams to see that they all work together. Heather credits the Moovila team who helped her import data to the system from the different tools each team used to document their progress. Heather talks about taking an overview and looking at everyone's milestones. She showed Matt and “Bucky” her Moovila executive dashboard. Heather has meetings all day. Moovila allows assignments to be made without extra communication. The teams are aligned as efficiently as possible. Heather finds the reporting to be far superior to the reports she used to make from Excel. Moovila has visibility and tracking. Executives can go into Moovila and focus on one tiny corner. Is it on time? Is it done? Moovila is transparent. Heather likes the critical paths on the installation checklist and features such as batch editing. Heather can add or subtract managers and update the timeline. The status goes to the executives and the executives report to the top levels. What does Heather see as the most notable gains of using Moovila? There are quite a few million dollars of savings projected over the installation. There were some construction delays and COVID-19 paid a huge role in them. Heather shares how Moovila's transparency works for executives. They expect this installation not to impact customers in any way, and to stay within budget! This Komatsu project drove the development of Moovila's interproject dependency functionality and completely put it to the test! It works! From her executive dashboard, Heather can see the status of all projects and the story behind everything. Heather doesn't do charts or calculate anything. Heather's last thoughts: Managing an installation project of this scope with Moovilla is incredible! It is historic, it is substantial, and it is fascinating!   Brought to you by Moovila — Autonomous Project Management  Website: Moovila.com/thisprojectlife Email: thisprojectlife@moovila.comResources: Komatsu Mining Corporation Heather Abel Adison “Bucky” Jobe PMI CAPM Certification Microsoft Project Excel

This Podcast Is Episode Number 468, And It's About Processes To Increase Production And Reduce Injuries At The Job Site Some construction business owners believe in maximizing production by driving everyone from the laborers to the project managers to work harder, longer, faster, hustle, and run. And if they are giving less than 110% to the company, they are not doing enough. One thing to consider: Don't let construction workers think too much; they may injure themselves. Apprentices and most Journeymen working on a construction job site are better off not thinking but simply following routines and patterns established by management based upon best practices. At first read, this sounds harsh, and yet it comes from our own experiences as a contractor operating multiple job sites with small crews on each from two to ten people; this one concept generated a lot of bottom-line profits and kept injuries very low. The system is the solution. Being process dependent, not people dependent, means investing the time and energy to plan your construction projects so that everybody understands what is expected of them.  Microsoft Project is a wonderful tool, and if all you use is 10% of it, just the Gantt chart for scheduling and resource allocation, it cannot help but make you money and save time. Real-life example: Our main office is a two-story building we purchased at auction for the right price. It was in terrible shape, having been foreclosed on, and appeared to have several years of deferred maintenance. The entire electrical and HVAC systems had to be replaced, with most of the plumbing ripped out or leaking—parts of the foundation and supporting beams and columns needed massive repairs. And there were several tons of debris everywhere inside and outside the building. We invested over one hundred hours putting together a commercial remodeling project plan which included all new phone lines, data cabling, and an alarm system. The project plan was detailed and broken down into phases with schedules for material deliveries, debris removal, and skilled trades that would be complete in less than thirty days, including all the building permits and final inspection. We hired our contractor clients to handle most of the work, and Randal was the project manager. At the kickoff meeting, nobody could understand how it could get done in that time frame; however, at one time or another, they all had private strategy sessions with him, which included custom Business Process Management action plans for part or all of their construction company. In every case, the number of his recommendations they implemented was highly successful. This means they increased profits and cash flow by making or saving money. Remove choice at the operational level. There was a mix of laborers - apprentices, and journeymen, and because it was all orchestrated with a 4' X 6' white dry erase board that we regularly updated with the people's names, tasks they were to perform, and location. Everyone knew exactly what was expected of them; they had the tools and equipment, we had to rent some of them, and the material arrived just in time. The entire project turned into a learning experience for most contractors involved because they saw our project management and construction accounting methods come to life before their very eyes. To be clear, it just so happens we are an inch wide and a mile deep in a few areas. Outside our areas of expertise, we are worse off than an apprentice with delusions of adequacy. In all our construction companies (including our office building project), we also used a process to encourage innovation and optimize production.   Morning Meeting - We provided light snacks, pastries, fruit, bottled water, juice, coffee, and tea. We begin with the legal requirements and end with a sheet of paper listing the goals for the day for EACH Person, which the superintendent/foreman/lead person, whatever title you use, keeps in their portfolio. Lunch Meeting - We provide lunch for everyone, and EACH Person gives a morning progress report and afternoon target, which is updated on the sheet of paper, listing the goals for the day for EACH Person. Afternoon Meeting - Work stops ten minutes before everyone is due to clock out, and everyone gives an afternoon progress report and the next day's target, which is updated on the sheet of paper, listing the goals for the day for EACH Person.  Well-fed construction workers produce more work in less time, with fewer mistakes, saving you time and money on your labor, material, warranty work, and other costs. After a few hours of intense construction work, they could be a bit dehydrated, and having burned several calories, they could be getting important messages from their stomachs regarding food. This usually results in them slowing down a little bit costing your company some profit dollars. Final thoughts Minds tend to wander when the next step is not clearly understood by your crew, which leads to thinking - a distraction that could lead to injuries, and injuries cost pain, time, and money!  You should find production increasing steadily because everyone has a voice, Journeymen, Apprentices, and Laborers, which creates a positive atmosphere, and as a bonus, you should find substantial increases in innovation as an ongoing process without disrupting production. About The Author: Sharie DeHart, QPA is the co-founder of Business Consulting And Accounting in Lynnwood, Washington. She is the leading expert in managing outsourced construction bookkeeping and accounting services companies and cash management accounting for small construction companies across the USA. She encourages Contractors and Construction Company Owners to stay current on their tax obligations and offers insights on how to manage the remaining cash flow to operate and grow their construction company sales and profits so they can put more money in the bank. Call 1-800-361-1770 or sharie@fasteasyaccounting.com

Tune in to episode 442 and hear Andrew Connell & Chris Johnson cover the latest news related to Microsoft Azure products & services, Microsoft Teams, and what's new from Microsoft 365!What’s New With Microsoft 365 MC306666: Pairing naming convention between Teams channels and corresponding SharePoint folders MC306669: Self-service trials for Microsoft Project and Microsoft Visio MC309911: Automatically Detect Music MC312490: Yammer Cross-geo external collaboration support on External Networks for the EU News Azure Storage TLS: Critical changes are almost here! (…and why you should care) Accelerate your websites with Azure Static Web Apps enterprise-edge Updates to Azure Files: NFS v4.1, higher performance limits, and reserved instance pricing Introducing the new Azure SDK management libraries for JavaScript/TypeScript 3 ways technology can help rebuild your frontline workforce Microsoft Teams: Chat with Teams personal account users First Microsoft Pluton-powered Windows 11 PCs to start rolling out this year Microsoft should sell Office and Windows to boost cloud business, former executive says Best CEO of 2021 goes to… Qualcomm Announces Collaboration with Microsoft to Expand and Accelerate AR to Usher in New Gateways to the Metaverse Ask HN: Are Microsoft development stack and Azure a dead-end career path? Picks AC’s Pick An Unanswered Question at the Heart of the U.S.'s Nuclear Arsenal CJ’s Pick Looking for a Apartment to Share: Seattle(Redmond) Area

Episodio 100 100 episodios en menos de 3 años de vida.El principal motivo para haber llegado a 100 episodios, son ustedes.Si el podcast no se escuchara, simplemente dejaría de grabarlo.Así que el merito es mío, de mi mujer que los edita, de los patrocinadores que apoyan el proyecto, pero también de ustedes por escucharlo y compartirlo. Daniel: Hola Iván, ¿Cómo estás? Primero quería agradecerte por el podcast, me parece que es el de mejor formato tanto por contenido, lo directo y el tiempo de duración; tanto que me he repetido algunos episodios varias veces. Soy arquitecto de Colombia egresado hace ya unos 3 años y este podcast me ha orientado bastante en muchos aspectos del BIM. Espero que continúes esto por muchísimo más tiempo.Y ahora la pregunta. En el proyecto que estamos trabajando, estamos usando BIM360 Docs para subir los modelos desenlazados, hasta hace 2 meses uno de mis compañeros estaba subiendo los modelos vinculados a la parte de documentos en vez de planos (porque empezamos tarde o de manera errónea el uso de la plataforma), y nunca le salió un error de extracción del modelo principal. Y ahora que soy el encargado de subirlo, siempre me salen errores en su extracción de información. Me he escuchado los episodios 078 Auditar modelos, 087 Preguntas XIX, 061 Rendimiento en Revit, y he intentado de todo. Limpiar el modelo de warnings, Cads de más de 33km, compactar el modelo central, tener cargados todos los links en el modelo desenlazado, entre otras miles de cosas, pero aún no extrae correctamente la información del modelo vinculado principal para poderlo visualizar. ¿Sabes qué puede ser? ¡Muchas gracias y un saludo! Respuesta El procesado de modelos suele dar error culpa de alguna vista o plano concreto.Para detectar qué vista es la causante:Ir a Registro de publicación (arriba a la derecha, junto al botón de papelera).Buscar el archivo en la lista y pulsar en detalles.Por comodidad, copiar el texto que aparece a un bloc de notas o un word, y busca las vistas que cuyo progreso no esté al 100%. Cómo arreglar las vistas problemáticas:Opción 1: Usar la herramienta "Revisar".Opción 2: Comprobar que no hay caracteres especiales en la vista.Opción 3: Duplicar la vista, y luego eliminar la original.Opción 4: No publicar las vistas problemáticas:Pestaña Colaborar>Configuración de publicación> Quitar las vistas de los conjuntos a publicar. https://autodeskfeedback.az1.qualtrics.com/jfe/form/SV_8iE9jCRDmedFM22El error puede estar en un vínculo (no podemos saber que vista da problemas):Opción 1: Publicar cada uno de los vínculos por separador para detectar el error.Opción 2: Exportar las mismas vistas a DWFx y ver cual da error.Si el vínculo es un IFC y un DWG:IFC:El IFC es demasiado grande.Tiene más de 255 caracteres en los campos de IFClabel.https://knowledge.autodesk.com/support/bim-360/troubleshooting/caas/sfdcarticles/sfdcarticles/Large-IFC-files-show-broken-symbol-when-uploaded-in-BIM-360-Document-Management.htmlDWG:El modelo está muy lejos del origen.Hay imágenes OLEEl archivo contiene demasiados objetosObjetos proxy introducidos por aplicaciones de terceros.https://knowledge.autodesk.com/es/support/autocad/troubleshooting/caas/sfdcarticles/sfdcarticles/ESP/Extraction-Failed-when-uploading-DWG-files-with-images-to-BIM-360-Document-Management.html Patrocinador No he tenido tiempo de buscar patrocinador. Aprovecho para recordarlo:+9.000 descargas mensuales.+1.200 descargas por episodio en las primeras 8 semanas.Si contratas antes de finalizar el año tienes un 25% de descuento.Hay fecha a partir de marzo.https://ivanguerra.com/contactar/ Mª Ángeles: Buenas de nuevo Iván, ya soy fan de tu podcast, gracias por divulgar tanta información valiosa, como ya sabes estoy empezando en el universo BIM. Tenía una pregunta sobre planificación 4D, mi idea es usar Navisworks, para gestión, control, visualización, interferencias, etc… pero la planificación que realiza éste no es muy precisa, o al menos es los que he escuchado y/o leído, por tanto es mejor usar un software específico de planificación, que sea interoperable con Navis, normalmente utilizo presto para mediciones (Cost it), y me gustaría también usarlo para planificar, pero no sé si puedo exportar a Navis la planificación de Presto, sólo escucho hablar de Microsoft Project y de Primavera, cuando hablan de exportar a Navis. ¿Me puedes aclarar cuál sería el software más viable para planificar y exportar a Navis?.Saludos Gracias Respuesta En Naviswork puedes importar planificaciones en formato Project y Primavera, pero también en formato CSV.CSV es un archivo de texto (como los txt), en el que los valores están separados por comas (,). Así que podrías hacer la planificación con Presto y luego exportar desde presto a CSV y eso meterlo en Navis. Quizás Presto no permite exportar directamente a CSV, pero a excel si, y un excel lo puedes guardar como CSV fácilmente.Y luego si no quieres estar usando dos software, con SYNCHRO o con VICO Office, puedes hacer planificación directamente y son parecidos a Naviswork en el resto de funcionalidades. Pamela Hola Ivan, que tal? Espero que te encuentres muy bien, Me llamo Pamela Hernández, actualmente estoy llevando el Máster Internacional de BIM Management en Zigurat y de hecho has sido profesor mío en algún curso, también vengo escuchando tu podcast BIMLevel y en esta oportunidad, me tomé el atrevimiento de escribirte porque quisiera hacerte una consultarte sobre un tema que compartiste en una publicación sobre la EN 17412 , la Norma Británica sobre el Nivel de Información Necesaria (LOIN). Cuando describes el Por qué, Cuando, Quien y Qué , cuando te refieres al Qué, relacionas el contexto directamente a los sistemas de clasificación, es decir que cuando te cuestionas Qué información necesitas, ¿debes responder con qué sistema de clasificación vas a usar? eso me resulta algo confuso, ya que desde mi punto de vista, el qué define qué información se necesitaría desarrollar y como consecuencia, es necesario definir el sistema de clasificación, pero esto último no es la idea central que hay que responder en el Qué? o si?. Espero que puedas ayudarme a tener mayor claridad sobre este tema en específico. Muchas gracias . Saludos Respuesta No es una norma británica sino europea. El "qué" no es qué información necesito, sino de qué elementos voy a establecer requisitos.Y esos elementos deben estar en una lista estructurada, una clasificación.No tiene que ser una clasificación oficial, tipo Uniclass, sino también, sistemas constructivos, zonas del proyecto, capítulos del presupuesto, etc.La información que necesitamos sería el "cómo".Cómo vamos a definir la información que necesitamos.Definiendo este y aquel parámetro.Definiendo la geometría que necesitamos y la que no.Definiendo los documentos asociados que necesitamos.Pamela también nos preguntaba en un segundo el mail: ¿El LOIN es sólo para modelos BIM o para todos entregables de un proyecto?Para todos los entregables, sean memorias, tablas, renders, etc.Pero en la práctica, sólo se suelen definir los requisitos de información de los modelos BIM.Los modelos BIM son lo nuevo, lo que genera incertidumbre sobre qué hay que entregar.Ningún ingeniero tiene dudas sobre qué información debe contener una memoria de cálculo.Y a medida que los agentes tengan más experiencia en BIM, tampoco se necesitará definir los requisitos de información de gran parte de los modelos BIM.Sólo de las 3 o 4 cosas que diferencian a un cliente de otro. ¿Quieres escuchar otro episodio? Los tienes todos en la sección de Podcast de esta web. AVISO: Este post es sólo un apoyo al audio del podcast. Leerlo de forma independiente podría llevar a conclusiones incompletas o incluso opuestas a las que se quieren transmitir.

Episodio 100 100 episodios en menos de 3 años de vida.El principal motivo para haber llegado a 100 episodios, son ustedes.Si el podcast no se escuchara, simplemente dejaría de grabarlo.Así que el merito es mío, de mi mujer que los edita, de los patrocinadores que apoyan el proyecto, pero también de ustedes por escucharlo y compartirlo. Daniel: Hola Iván, ¿Cómo estás? Primero quería agradecerte por el podcast, me parece que es el de mejor formato tanto por contenido, lo directo y el tiempo de duración; tanto que me he repetido algunos episodios varias veces. Soy arquitecto de Colombia egresado hace ya unos 3 años y este podcast me ha orientado bastante en muchos aspectos del BIM. Espero que continúes esto por muchísimo más tiempo.Y ahora la pregunta. En el proyecto que estamos trabajando, estamos usando BIM360 Docs para subir los modelos desenlazados, hasta hace 2 meses uno de mis compañeros estaba subiendo los modelos vinculados a la parte de documentos en vez de planos (porque empezamos tarde o de manera errónea el uso de la plataforma), y nunca le salió un error de extracción del modelo principal. Y ahora que soy el encargado de subirlo, siempre me salen errores en su extracción de información. Me he escuchado los episodios 078 Auditar modelos, 087 Preguntas XIX, 061 Rendimiento en Revit, y he intentado de todo. Limpiar el modelo de warnings, Cads de más de 33km, compactar el modelo central, tener cargados todos los links en el modelo desenlazado, entre otras miles de cosas, pero aún no extrae correctamente la información del modelo vinculado principal para poderlo visualizar. ¿Sabes qué puede ser? ¡Muchas gracias y un saludo! Respuesta El procesado de modelos suele dar error culpa de alguna vista o plano concreto.Para detectar qué vista es la causante:Ir a Registro de publicación (arriba a la derecha, junto al botón de papelera).Buscar el archivo en la lista y pulsar en detalles.Por comodidad, copiar el texto que aparece a un bloc de notas o un word, y busca las vistas que cuyo progreso no esté al 100%. Cómo arreglar las vistas problemáticas:Opción 1: Usar la herramienta "Revisar".Opción 2: Comprobar que no hay caracteres especiales en la vista.Opción 3: Duplicar la vista, y luego eliminar la original.Opción 4: No publicar las vistas problemáticas:Pestaña Colaborar>Configuración de publicación> Quitar las vistas de los conjuntos a publicar. https://autodeskfeedback.az1.qualtrics.com/jfe/form/SV_8iE9jCRDmedFM22El error puede estar en un vínculo (no podemos saber que vista da problemas):Opción 1: Publicar cada uno de los vínculos por separador para detectar el error.Opción 2: Exportar las mismas vistas a DWFx y ver cual da error.Si el vínculo es un IFC y un DWG:IFC:El IFC es demasiado grande.Tiene más de 255 caracteres en los campos de IFClabel.https://knowledge.autodesk.com/support/bim-360/troubleshooting/caas/sfdcarticles/sfdcarticles/Large-IFC-files-show-broken-symbol-when-uploaded-in-BIM-360-Document-Management.htmlDWG:El modelo está muy lejos del origen.Hay imágenes OLEEl archivo contiene demasiados objetosObjetos proxy introducidos por aplicaciones de terceros.https://knowledge.autodesk.com/es/support/autocad/troubleshooting/caas/sfdcarticles/sfdcarticles/ESP/Extraction-Failed-when-uploading-DWG-files-with-images-to-BIM-360-Document-Management.html Patrocinador No he tenido tiempo de buscar patrocinador. Aprovecho para recordarlo:+9.000 descargas mensuales.+1.200 descargas por episodio en las primeras 8 semanas.Si contratas antes de finalizar el año tienes un 25% de descuento.Hay fecha a partir de marzo.https://bimlevel.com/contactar/ Mª Ángeles: Buenas de nuevo Iván, ya soy fan de tu podcast, gracias por divulgar tanta información valiosa, como ya sabes estoy empezando en el universo BIM. Tenía una pregunta sobre planificación 4D, mi idea es usar Navisworks, para gestión, control, visualización, interferencias, etc… pero la planificación que realiza éste no es muy precisa, o al menos es los que he escuchado y/o leído, por tanto es mejor usar un software específico de planificación, que sea interoperable con Navis, normalmente utilizo presto para mediciones (Cost it), y me gustaría también usarlo para planificar, pero no sé si puedo exportar a Navis la planificación de Presto, sólo escucho hablar de Microsoft Project y de Primavera, cuando hablan de exportar a Navis. ¿Me puedes aclarar cuál sería el software más viable para planificar y exportar a Navis?.Saludos Gracias Respuesta En Naviswork puedes importar planificaciones en formato Project y Primavera, pero también en formato CSV.CSV es un archivo de texto (como los txt), en el que los valores están separados por comas (,). Así que podrías hacer la planificación con Presto y luego exportar desde presto a CSV y eso meterlo en Navis. Quizás Presto no permite exportar directamente a CSV, pero a excel si, y un excel lo puedes guardar como CSV fácilmente.Y luego si no quieres estar usando dos software, con SYNCHRO o con VICO Office, puedes hacer planificación directamente y son parecidos a Naviswork en el resto de funcionalidades. Pamela Hola Ivan, que tal? Espero que te encuentres muy bien, Me llamo Pamela Hernández, actualmente estoy llevando el Máster Internacional de BIM Management en Zigurat y de hecho has sido profesor mío en algún curso, también vengo escuchando tu podcast BIMLevel y en esta oportunidad, me tomé el atrevimiento de escribirte porque quisiera hacerte una consultarte sobre un tema que compartiste en una publicación sobre la EN 17412 , la Norma Británica sobre el Nivel de Información Necesaria (LOIN). Cuando describes el Por qué, Cuando, Quien y Qué , cuando te refieres al Qué, relacionas el contexto directamente a los sistemas de clasificación, es decir que cuando te cuestionas Qué información necesitas, ¿debes responder con qué sistema de clasificación vas a usar? eso me resulta algo confuso, ya que desde mi punto de vista, el qué define qué información se necesitaría desarrollar y como consecuencia, es necesario definir el sistema de clasificación, pero esto último no es la idea central que hay que responder en el Qué? o si?. Espero que puedas ayudarme a tener mayor claridad sobre este tema en específico. Muchas gracias . Saludos Respuesta No es una norma británica sino europea. El "qué" no es qué información necesito, sino de qué elementos voy a establecer requisitos.Y esos elementos deben estar en una lista estructurada, una clasificación.No tiene que ser una clasificación oficial, tipo Uniclass, sino también, sistemas constructivos, zonas del proyecto, capítulos del presupuesto, etc.La información que necesitamos sería el "cómo".Cómo vamos a definir la información que necesitamos.Definiendo este y aquel parámetro.Definiendo la geometría que necesitamos y la que no.Definiendo los documentos asociados que necesitamos.Pamela también nos preguntaba en un segundo el mail: ¿El LOIN es sólo para modelos BIM o para todos entregables de un proyecto?Para todos los entregables, sean memorias, tablas, renders, etc.Pero en la práctica, sólo se suelen definir los requisitos de información de los modelos BIM.Los modelos BIM son lo nuevo, lo que genera incertidumbre sobre qué hay que entregar.Ningún ingeniero tiene dudas sobre qué información debe contener una memoria de cálculo.Y a medida que los agentes tengan más experiencia en BIM, tampoco se necesitará definir los requisitos de información de gran parte de los modelos BIM.Sólo de las 3 o 4 cosas que diferencian a un cliente de otro. ¿Quieres escuchar otro episodio? Los tienes todos en la sección de Podcast de esta web. AVISO: Este post es sólo un apoyo al audio del podcast. Leerlo de forma independiente podría llevar a conclusiones incompletas o incluso opuestas a las que se quieren transmitir.

In diesem Podcast habe ich mir Tino Volbracht, Geschäftsführer der Leobalo GmbH aus Darmstadt eingeladen. Die Leobalo GmbH stellt IT-Experten für Projekte. Ebenfalls hat Tino einen eigenen Podcast. Seit Jahren stellt er den Podcast „Agiles Projektmanagement – Klartext für Zielerreicher“ bereit. Natürlich hatte ich einen Menge Fragen an Ihn. Nach einer kurzen Vorstellung erzählt er uns, wie er damals zu seinem Podcast gekommen ist und welche Ziele er mit dem Podcast verfolgt. Danach gehen wir auf sein Unternehmen ein. Hier erklärt er uns, welche Serviceleistungen Auftraggeber von ihm erhalten und wie sich seine Dienstleistungen gegenüber seinen Marktbegleitern unterscheiden. Selbst das Thema Personalbranding bei LinkedIn kam auf. Erfahre von ihm als absoluten Profi, warum Du die Plattform für deine Werbung verwenden solltest. Da sein Podcast sich mit dem „agilen Mindset“ beschäftigt, gingen wir auch auf die unterschiedlichen Glaubensansätze zwischen klassischen Projektmanagement (inkl. Best Practise) und agilen Frameworks ein. Auch hier hat er sehr interessante Ansätze! Zum guten Schluss darf das Thema Tools natürlich nicht fehlen. Hier tauschen wir uns über die Einsatzmöglichkeiten von Jira und Microsoft Project aus. Ich wünsche Dir viel Spaß mit dem Podcast – Dein Blanki Shownotes: Leobalo : https://leobalo.de LinkedIn: https://www.linkedin.com/in/tinovolbracht Podcast: https://podcasts.apple.com/de/podcast/agiles-projektmanagement/id1526667562

Mit Microsoft Project for the Web verfolgt Microsoft konsequent seine Strategie der letzten Jahre: leichtgewichtige Applikationen, die sich flexibel an unterschiedliche Anforderungen anpassen lassen. Möglich machen das die Lösungskomponenten der sogenannten Power Platform (Power BI, Power Automate, Power Apps) – sowie eine zentrale Datenhaltung in der Cloud. Projektmanagement und Microsoft Lösungsexperte Matthias Jäger bringt Sie in dieser Episode auf den neuesten Stand: mit einem Überblick über aktuelle Funktionen der cloudbasierten Projektmanagement Lösung, Möglichkeiten der Erweiterung sowie einen Plan für morgen: was bietet Microsoft in Zukunft? Am besten gleich mal Reinhören!

Workers in Seattle are organizing independently from their own union claiming that the Carpenters Union local 30 and The Associated General Contractors of Washington (AGC) are not representing their best interests. They want a stronger contract that keeps up with inflation and equity with other trades. And, a democratic Union, leadership accountability and less cronyism. Recorded 2021-08-05  Duration: 00:28:57  Send listener feedback to: democracycast@earthlink.net     I'm Art Esparsa. I have been a union carpenter for about 15 years now. I've worked all over Seattle, Bellevue, and much of the State of Washington. I've done concrete, framing, drywall, and high end finish work. I have a deep love and respect for our craft.   Three years ago I began a Facebook group called Western Washington Carpenters Walkout. It was in response to being shut out of the comments on Union Facebook groups as members were banned who opposed the proposal for our contract that failed to provide strong wages and fund our benefits. I started it, and went to work the next day. At work, I began getting notifications of members joining, and it rapidly grew. It went viral with the membership, growing to 1800 members. Our page was instrumental in shutting down two Tentative agreements (contract proposals) three years ago. The Union leadership sent cronies to oppose me on Facebook and to disrupt our page. The Vice President herself joined. It was very stressful knowing that I was on their minds. Because the page had “walk-out” in it, different union cronies and leaders attempted to say I was calling for a walkout. I did not. Explicitly calling for a walkout could lead to expulsion from the union for dissention. There was already retaliation against a rank and file group in Portland for using the membership lists to phone bank and get elected into local officer positions. That ended up in Federal Court after a freedom of speech lawsuit.   So on the third tentative agreement the union leadership called about 13,000 members up on a “telephone town hall.” They threatened the carpenters who were on Project Labor Agreements that they would remain on the old contract if the third Tentative Agreement was voted down. They would essentially be stuck without a wage increase. Based on a survey I took on my group, it seemed the PLA carpenters got scared and caved. The contract administrator also lied in the call and said that the Operating Engineers had already agreed to their contract and so they would not strike with us. The contract 3 years ago passed.   This year we rejected two tentative agreements already. The first by 76%, the second, by  52%. The wage increase was nearly the same. The third Tentative Agreement, what we're voting on today, has almost zero change from the second. The entire time, the Business Agents, who work for the EST, Evelyn Shapiro, have been stumping for yes votes on jobsites. Many members feel this is voter intimidation and an abuse of power. It goes far beyond educating or making an argument. This belief was cemented while we were voting for TA2. Evelyn had a member wide Zoom call where she was on stage with several from the bargaining committee. During the call she admitted to ordering BA's to job sites to stump for yes-votes and rolled her eyes at the idea that it was voter intimidation. When someone declared that he didn't think they were representing the members, he was dismissed by one of her supporters. The highlight of the evening was during the call when she said “You're nothing special.” The words were a slap in the face to every working carpenter. Joining the No Vote were dozens and dozens of union carpenters from the Microsoft Project, one of the largest projects on the West Coast. When Tentative Agreement 3 was announced I called for a rally in front of the AGC office (Association of General Contractors) in South Lake Union and have called for two other rallies this past week.   1) Much of the Carpenters' membership is deeply dissatisfied with the contract being offered.   We want a strong contract that keeps up with the rate of inflation and the other building trades. We are seeking out a $21 wage increase over 3 years or $7/year for the next 3 years to make up for years of falling behind as well as to catch our wages up to the other skilled trades.   2) Those of us in Seattle want full parking reimbursement or provided parking.   We are struggling to build an independent organization that is democratic to make democratic changes to our union. We want a democratic union.   We want leadership accountability and an end to cronyism in the union.   We want a union that fights for our interests and not the interests of the contractors. We want leaders who will do the same. Leaders should make a carpenter's wage.   #Union,#SeattleCarpenters,#Cronyism,#WageDemands,#WageEquity,#UnionWorkers,#AssociatedGeneralContractors   See our blog: https://democracycast.libsyn.com/ Our website:  www.democracywatchnews.org  Our production team and theme music https://docs.google.com/document/d/1rnPeRDB3JTrr80N_NlLmUM7nEzrRejw8-5qFYd45W5M/edit?usp=sharing 

In meinem letzten Podcast „Eine kleine Zeitreise zu den Dinosauriern“ sind wir bei der Project Version 2007 stehengeblieben. In dieser Folge geht unsere Zeitreise nun weiter. Zusammen mit Steffen Reister, mehrfacher Fachbuchautor zum Thema Microsoft Project und Consultant bei der Firma The Project Group Informationstechnologie GmbH in München, geht's nun mit der Version 2010 weiter. Diese war nach unserer Meinung die erste Version, die für Anwender und für Administratoren ordentlich zu bedienen war. Natürlich darf der restliche Entwicklungszyklus bis Microsoft Project Online nicht fehlen. Hört in dieser Folge auch, wie es zu der „Undo-Funktion“ in Microsoft Project gekommen ist. Solltet Ihr den letzten Podcast verpasst haben, so hört ihn euch unbedingt auch einmal an, auch vor der Version 2010 gibt es viele interessante Geschichten zu dem Produkt. Ich wünsche Euch nun viel Spaß mit dem zweiten Teil. Euer Blanki

Seit nun knapp 37 Jahren ist Microsoft Project als Projektmanagementtool auf dem Markt. In diesem Zeitraum haben viele Projektmanager das Tool lieben – aber auch hassen gelernt. Zeit für mich ein wenig auf Zeitreise zu gehen und einmal über die Evaluierung des Tools zu sprechen. Natürlich habe ich mir für diese Zeitreise einen Interviewpartner eingeladen. Es freut mich sehr, dass Steffen Reister uns auf der Zeitreise begleiten wird. Steffen hat jahrelang das Microsoft Project Handbuch geschrieben und zählt dadurch zu den bekanntesten Autoren zum Thema Microsoft Project in Deutschland. Da er auch selbst als Consultant bei der Firma The Project Group Informationstechnologie GmbH in München tätig ist, kann er auch reichlich Anekdoten über Microsoft Project erzählen zum Beispiel, wie es zu der Undo-Funktion in Project 2007 gekommen ist. Leider wurde die Zeitreise ein wenig länger als gewollt und aus dem Grund habe ich mich entschieden, den Podcast in zwei Folgen aufzuteilen. Ich wünsche euch nun viel Spaß mit der ersten Folge – Euer Blanki.

Shownotes for the 15th Episode of the Podcast June, 2021   News and Updates:   Episode 14:   https://www.elsforautism.org/fore-autism-podcast/   #WERFOODIES:   https://www.facebook.com/WERFOODIES-104371888108637/   Inter-Ability Chorus:   https://www.elsforautism.org/new-inter-ability-chorus/                                               “For more information or to register, contact: Erica Lyles (Erica.Lyles@elsforautism.org)  or Kelley Coutts (Kelley.Coutts@elsforautism.org) , Recreation Services Coordinator | 561-320-9512”   Game Night:   Contact Howard Thomas at 561-598-6200 or at Howard.Thomas@elsforautism.org and/or Trudi Zayac at 561-320-9516 or at Trudi.Zayac@elsforautism.org   Autistic Pride Day: https://www.autisticempire.com/autistic-pride/   An interesting article for this Father's Day: https://www.nextforautism.org/families/its-fathers-day-so-what/   Golf Challenge 2021:   https://e4agolf.com/Locations/Event-Schedule   Summer Camp:   Contact Kelley Coutts (Kelley.Coutts@elsforautism.org) and 561-320-9512 for more details   Interview: Josh ‘Deersey' Deer   Autism Spectrum Award:   https://www.elsforautism.org/autism-spectrum-award/   Josh ‘Deersey' Deer: https://blog.lostgolfballs.com/top-5-young-athletes-who-use-their-talent-for-the-greater-good   https://www.wfaa.com/article/sports/young-man-with-autism-inspires-spieth-others/287-552841730   Follow him on Facebook:   https://www.facebook.com/joshua.deer?fref=nf   Youtube Video:   https://www.youtube.com/watch?v=SQykv9XpRuE   He also likes hockey:   https://www.lonestarbrahmas.com/2015/05/26/feature-brahmas-youth-chaplain-josh-deer   Iron Horse Golf Club:   https://www.ironhorsetx.com/   Arcis Golf Club:   https://www.arcisgolf.com/   ‘Today In The World of Autism'   Nate's 1st Story: Brain Differences between males and females with autism:   https://academic.oup.com/brain/advance-article/doi/10.1093/brain/awab064/6226831   Nate's 2nd Story: ‘The Reason I Jump' Interview with The Translator   https://www.theguardian.com/books/2021/jun/06/david-mitchell-the-reason-i-jump-autism   Previous thoughts on “The Reason I Jump” Documentary:   The Reason I Jump Review (Taken from February Shownotes): So I have always had a fascination with the nonverbal individuals with autism, due to the different methods of communication that come to life within their set of circumstances. I've even written an article about the history of AAC (Augmentative Alternative Communication), which I will link to, because I think that anyway you can get someone to communicate, on their own, is very important as society sees communication as such an important tool, and the more we allow people to step into the limelight, or to remove the duct tape from their mouths, as role models for the rest of us, the better this societal habitat can be. Thus, I was eager to jump into the movie adaptation of the book known as “The Reason I Jump”. In 2007, a 13 year old Japanese boy with nonverbal autism named Naoki Higashida wrote an autobiography about himself as a way to explain to people what he really was thinking, and how he could use this power to inform others on the great personality and humanity of other nonverbal individuals. 6 years later, David Mitchell, whose wife is Japanese and whose son is nonverbal like Mr. Higashida, who wrote the novel Cloud Atlas, which later got made into a movie, found the book and proceeded to translate it into English which then became published, in the English speaking world, in 2013. Because this book is so special, there were eventual talks about shooting the film as a documentary, with the concession that Mr. Higashida would not appear in the film, instead a nonverbal Japanese boy from the UK, Jim Fujiwara would play him. In 2020, the movie was supposed to come out, but due to COVID-19, the schedule got changed, and there was a limited theatrical release in January 8th of this year. So how did I get to see it? I will share with all of our listeners about how I managed to see it. It is on the Kino Lorber web site, and you can do a virtual screening for 12 dollars on the site, which will be on the shownotes. Otherwise, the movie is supposed to come out in May of this year. The movie starts out with Mr. Fujiwara running in a field while excerpts from the book are read by Jordan O'Donegan, a theme that recurs throughout the film. Through the movie we get a look at 6 individuals from all over the world, and how the conception of the children of these families are seen, how the children communicate, and hope that the individuals, as examples, could serve as the great potential people have on the autism. In order to drive the point home, the narration is even read in the moments that could relate to whatever one of the individuals may be currently feeling. Along for the ride are also David Mitchell and a few specialists in the field of autism. Typically, in media, people with nonverbal or limited speaking skills, like in the movie “Rain Man”, may exhibit savant characteristics, but the point of Naoki Higashida's book is not to make him out to be a genius, though he is extremely intelligent, but rather to explain that we all think differently. The way memories are arranged, sensitivity to making mistakes, the ability to see details in things other people don't, I can relate to a few characteristics as, while I'm not like Mr. Higashida entirely, he and I share the same spectrum that allows us to understand each other. While I really enjoyed the movie, there is a point when the narrative, if just for a minute, dips into an us vs. them mentality, which I cannot fully endorse. Neurotypicals and people on the spectrum do wonderful things working together, and while perspectives may be different, the overall sense of humanity isn't. It felt kind of jarring, thankfully that was the only point where I felt kind of red-faced about having autism.   The closest I can compare this film to is “Autism Is a World”, an Academy Award nominated short documentary from 2004 which followed a woman, Sue Rubin, and how she communicates using the scientifically controversial method of Facilitated Communication which involves a helper assisting the  arm – hand – wrist of the person who is typing. For anyone who is against the methodology, there is no Facilitated Communication in this movie, instead you see people drawing pictures of their day to day life, letterboards, texting, and other methodologies. “The Reason I Jump” while having never read the book, is a fantastic film about nonverbal autism. It explains things in ways, that people all over can understand, and it fascinates with how complex our brains really are. It's the idea that people long to communicate and long to be with others. In a way, “The Reason I Jump”, which is explained midway through the movie, is because of a movie like this.                                               Merrick's 1st Story: Gloria Mendoza – 2016 ASA Winner   Gloria Mendoza Interview: Merrick: Can you tell us a little about yourself?   Gloria Mendoza: My name is Gloria Mendoza. I graduated from Gettysburg College with a double major in Computer Science and Music in 2014. From 2014-2015, I looked for jobs without success. A ray of hope arrived in the Autism at Work program. After successfully completing their training program, I was hired at SAP's Customer Success department. I have been with SAP for a little more than 5 years. I started out as an intern for SAP's Mission Control Center, and in 2016, a colleague approached me and offered me a position as a full time employee. From then to late 2020, I was supporting a variety of customers as a Technical Quality Manager. Currently, I am in training to become a project manager. I also like singing very much which explains why in addition to Computer Science, I selected music as a second major. I am a mezzo-soprano and have performed at several Autism At Work event, including the Els for Autism Grand Finale award's ceremony, and singing the national anthem before a crowd at one of the Philadelphia Eagles NFL games.   Merrick: You've gotten to be a worker for SAP's Autism At Work Program, why are programs like this so important?   Gloria Mendoza: Programs like this are very important because everyone deserves to have an equal opportunity for gainful employment. People with autism tend to be cut from the employer's application pool, solely because of their perceived awkwardness in social situations. There are many benefits to hiring people on the spectrum such as attention to strong technical details, and their hardworking nature. Programs like SAP's Autism at Work program provide employers the opportunity to tap into a largely unused skillset and bring hope to those on the spectrum.   Merrick: How did you get to be nominated for the second (Autism Spectrum Award) ASA award?   Gloria Mendoza: On July 25th, 2016, the Els for Autism Golf Challenge had an event at the Philadelphia Country Club. One of my mentors approached me and asked for me to sing the National Anthem at that event. I happily accepted. On a hot summer day, I sang at the event there, and my performance got an overwhelmingly positive response. So much so, that my nomination was sent in along with a recording of that performance. It was this performance that got me my nomination for the second Autism Spectrum Award.   Merrick: How did you feel getting it?   Gloria Mendoza: To say I was happy to get it is an understatement. In fact, I was overjoyed, but a little overwhelmed at the same time. I couldn't believe that my performance at the Els for Autism Golf event got me nominated for this award, and that I actually won it. Nevertheless, I felt very proud of myself for it. What made the moment of receiving the ASA award even more special, was that it was also my birthday. It ended up being a very special birthday present. Not to mention, I even got to spend some time off in Las Vegas.   Merrick: How has it impacted you?   Gloria Mendoza: Everyone in my immediate work team, as well as everyone in the Autism at Work program is very proud of me for receiving this award. I feel like I am an inspiration for many people on the spectrum who struggle in the job search, as well as young kids on the spectrum who are facing the challenge of living life on the spectrum. One mother even approached me at the post-ceremony party and told me that I was an inspiration for her son. A comment like that made me feel that I could make an impact in someone's life. In terms of my career, I have been given many opportunities to challenge myself. For example, I am the very first person in the Autism At Work program to go to customer businesses around the country. I have also been given more opportunities to share my story. For example, in 2019, I got to tell my story at SAP's CEO Summit in New York city. Not to mention, I was asked to sing again, and I got to meet the CEO's of many corporations. It was very exciting for me to share my story and sing for many business executives. I have even been interviewed for the CBS Sunday Morning news show. The interview is available here.   https://www.youtube.com/watch?v=3b5OGx-v6Ao     Merrick: What are your future plans?   Gloria Mendoza: I am currently in the process of taking a big step forward in my career. As stated before, I am currently in training to become a project manager. In October of 2020, I started a rotation on a team specializing in the accounting aspect of project management. Part of that training involves me having to take two certification exams. One of them I have already passed to obtain my certification in Microsoft Project 2016 (Orange Belt). The second exam is the rigorous CAPM (Certified Associate Project Manager) exam. I have been studying very hard for this exam and am planning to take the exam later in the year. From there, I hope to start out as an Associate Project Manager and start managing projects based on what I have learned over the past few months. In short, there is nowhere to go but up in my career and in my life. Merrick's 2nd Story: OPP & The Golf Trust   Other Foundations: https://www.elsforautism.org/programs-services/global-outreach/                                                                https://www.thegolftrust.com/                                                  

This podcast episode of BALL (Best Advice & Life Lessons) hosted by Srini Raghavan, features Brian MacDonald, who created several multi-billion dollar products, product categories and businesses at Microsoft -- from Microsoft Project, Outlook and then went on to build what's now the fastest growing app in the history of company-- Microsoft Teams. The show focuses on best advice and lessons from world-class performers & leaders (from various walks of life, mostly business, tech), deconstructing and teasing out their routines, habits, tactics, techniques, and the best advice or life lesson they've ever received. @SriniRaghavan

The podcast by project managers for project managers. Table of Contents 01:00 … Meet Andy and Bill 04:07 … The Evolution of the PM 06:40 … Managing Stakeholders 12:42 … Common Challenges in Consulting Projects 19:24 … Technology Development and Non-IT Workgroups 23:10 … Is Agile Truly Being Used? 26:22 … Recommendations for New PMs/PMO Role in Agile 31:20 … Starting out in Project Management 33:02 … Wrap Up ANDY CROWE:  But I would start out not focused on the letters after my name, not focused on the alphabet soup, but focused on the fundamentals of project management and learning it. NICK WALKER:  Welcome to Manage This, the podcast by project managers for project managers.  This is our time to talk with you about what really matters to you as a professional project manager.  We want to encourage you, to challenge you, to give you some new ideas and perhaps a fresh way of looking at the profession. I'm your host, Nick Walker, and with me are the two guys who make this podcast happen, Andy Crowe and Bill Yates.  And Andy, today we're actually going to hone in on some questions that we've gotten from our listeners. ANDY CROWE:  I like that.  We've gotten some good feedback from our listener community.  And I'm looking forward to diving into that. Meet Andy and Bill NICK WALKER:  I think it would probably be a good idea, though, to maybe learn a little bit more about you two guys.  I mean, we've gone for so long talking to different guests, learning about them.  But who is Andy Crowe and Bill Yates?  Andy, you are an author, a speaker.  You've done so many things.  How did you get into this? ANDY CROWE:  And I'm also an existentialist, so that's a really interesting question that you're asking.  Who am I?  Why am I here? You know, Nick, I have been doing this a while.  I've been managing projects really since the late ‘80s; but technically, formally, with the title since the early ‘90s.  And seen a lot of changes come through.  You know, when I started, it's funny because I was there, you know, for the birth of Microsoft Project, and we all thought this was amazing.  And that turned out to be a really interesting thing for project managers because it could reformulate a schedule.  It could do things like that.  But it didn't make people better project managers.  Just like handing Microsoft Word to a writer is not going to make them a better writer; handing a good microphone and an amp to a speaker isn't going to make them a better speaker or a better communicator. And so, you know, when I started with this, the tools that were coming along were useful, but they also just enabled a lot of bad practices.  So I put my career and my energy into learning project management, learning how it should be done, probably learning enough to be really dangerous because then I had a hundred different ways to do something that probably just needed a simple solution. I've written a few books on project management.  I've written a couple of test-oriented resources for the PMP Exam, “How to Pass on Your First Try,” and the PMI-ACP, which is the Agile Certified Practitioner exam, “How to Pass on Your First Try.”  And then “Alpha Project Managers,” which is my favorite of the three.  It's not the one that's been the most commercially successful of the three, but it was the most fun to really get in and research the practices.  It's called “What the Top 2% Know That Everyone Else Does Not.”  And it looks at the practices that make some project managers successful and maybe sets them apart from their peers. NICK WALKER:  We're looking forward to tackling some of the questions using your background and expertise in getting into some of these things that our listeners have asked us.  But let's meet Bill Yates. BILL YATES:  Yeah. NICK WALKER:  Bill, we've heard your voice.  We've sort of gotten to know you a little bit through the podcast, but tell me a little bit about your background. BILL YATES:  So who is this guy; right?

Super Mario Party is here! We dive into the 11th iteration of this game which will celebrate it's 20th anniversary next year. It's an awesome game and we dive deep into the variety of game modes, mini-games, characters and more with this Switch exclusive. We also finally give Hyper Light Drifter a try. It's available on Switch now so we figured we'd dive in and find out why this started a trend in gaming with their mechanics. In our news, Bethesda teams up with the state of West Virginia anticipating an increase in tourism to the state when Fallout 76 releases. Playstation announces name changes finally coming, Skybound Games picked up the final season of Telltale's The Walking Dead and Red Dead Redemption 2 was featured in a Call of Juarez teaser. We also dive deep into Microsoft's video about their new cloud initiative called Project xCloud. It uses Azure tech to provide Xbox One X level quality gaming via streaming. This means you can play games in the Microsoft interface literally anywhere. Is it viable? Listen to find out! Check out video clips of our news every week over at youtube.com/theinnergamer. Show Notes: 1:24 - Super Mario Party 27:34 - Hyper Light Drifter 37:40 - Gaming News 1:06:04 - Microsoft Project xCloud 1:21:37 - Upcoming Video Game Releases The Inner Gamer is a podcast built for the casual gamer. Your weekly dose of video game news, reviews, opinions and discussions every Tuesday. Like what you hear? Share our podcast with your friends! Also be sure and subscribe to our podcast on iTunes and leave us a review! You can find all of our social channels at theinnergamer.net. If you have any questions or suggestions please reach out to us at hello@theinnergamer.net. Credits: "Blue Groove Deluxe" by BlueFoxMusic on audiojungle.net Woman Announcer - Arie Guerra; Actress

ANDY CROWE ● BILL YATES ● NICK WALKER NICK WALKER:  Welcome to Manage This, the podcast by project managers for project managers.  Every two weeks we get together to discuss what matters to you as a professional project manager.  Whether it's how to get certified or how to create successful projects, we get input from leaders in the field and draw on their experience and accomplishments. I'm your host, Nick Walker, and with me are the in-house experts, Andy Crowe and Bill Yates.  And Andy, it is holiday time.  It seems like every time I turn on the TV or the radio, I hear somebody talking about finding the perfect gift for that person on your list. ANDY CROWE:  And all the sleigh bells in the air that you can hear.  Let me ask you a question.  Has anybody else had an issue with really well-targeted ads coming at them over the Internet? NICK WALKER:  Oh, oh. ANDY CROWE:  It's been alarming this year how well they've figured out what's going on in my head. BILL YATES:  They know Andy.  They know what Andy wants. ANDY CROWE:  They know.  That's correct. NICK WALKER:  They know it before I know it.  All right.  So we've got gifts that we want to talk about for that perfect project manager on your list.  I guess we want to answer the question:  What's in your stocking? ANDY CROWE:  You know what, Nick, one of the things we're thinking about here, some of the project managers get to give a gift to themselves through some of this.  So it's not so much that maybe you're buying these for somebody else, but maybe you're buying it for yourself.  And Bill and I were talking about this as we were preparing for the podcast.  You know, it's funny, as we look at tools, as we look at technology, one of the things that really always resonates with me is the fact that it's the process underneath it that really matters.  The technology just facilitates that process. When I started my career in project management, somebody handed me a copy of Microsoft Project and said, “Go and make a project plan.”  Nobody ever taught me how up to that point.  Nobody taught me how to estimate, how to schedule, how to even think about decomposing the work and putting the fences around the scope.  And suddenly I was expected to make a project plan.  So the idea is we're going to cover some tools.  We're excited about this episode because this is a lot of fun.  But at the same time, if you give somebody a better word processor, it doesn't make them a better writer or a better communicator. BILL YATES:  Right. ANDY CROWE:  If you give somebody a better tool, it doesn't make them a better PM automatically.  And these things will just facilitate getting them there once the process is in place. BILL YATES:  And we get mesmerized by these new tools.  Sometimes they're... NICK WALKER:  Oh, yeah. ANDY CROWE:  They're shiny. BILL YATES:  They are shiny, and they come in nice boxes. NICK WALKER:  You can geek out. BILL YATES:  Yeah, we get geeked out.  We think, this is the coolest thing ever.  This is going to change how I do my job and make my life that much better.  And, dang, I just like every feature in it.  I'm going to go deep and figure all this stuff out.  And we lose, to Andy's point, we lose the big picture.  What are we doing?  How much time am I spending on the tool, just for the sake of me enjoying the tool?  Or is the tool really – am I serving the tool, or is the tool serving me? ANDY CROWE:  Mm-hmm. NICK WALKER:  So with that in mind, do you have any applications that are must-haves, some that you have to have, that you really can't do without? BILL YATES:  Yeah.  We had fun reaching out to the community and asking other PMs, “What resonates with you?  If you were alone on an island, and you had a project you had to manage, what tool would you want to have on your last two hours of computer life, you know, before the battery dies?”  And so we got some nice feedback from people,

Jason Fried co-founded 37signals, a Web design company that found one of its internal tools for managing projects could be something effectively used by others. Millions of users later, 37signals offers Basecamp (overhauled substantially a year ago), Campfire, and Highrise among other services. The founders not only transformed their business, but routinely help others transform theirs. Fried collaborated on a book called Rework that distills years of what he learned from running a successful company and helping others with theirs. You can look at and sign up for Basecamp as a trial subscription, but this episode isn't a product plug; Basecamp fits the disruption mindset. Microsoft Project is perfectly fine software for companies that have employees in one place and need the top-down approach. Software as a service (SaaS) typically involves an application you access via the Web for which data is stored centrally, and updates to the software happen centrally as well. Salesforce, an early SaaS alternative to enterprise-licensed and -managed software, was founded in 1999, and had risen as a force that defined the industry by the time Basecamp came out. Rework may be purchased from Amazon.com and many other fine bookstores. Glenn brought up three concepts relating to 37signals' work: The Cathedral and the Bazaar, Eric S. Raymond's explanation of the difference between software code controlled by a handful of priests and that in the marketplace that's open to all; The Cluetrain Manifesto, a provocative set of theses that turned into a revolution and a book by declaring, among other things, that markets are conversations; and Stephen Jay Gould's use of the term hecatomb to explain evolution's remorseless pruning of failed mutations.