Projectified Folgen

Financial services companies—from established giants to new startups—face disruption from all sides. And as organizations explore new innovations to meet evolving customer needs, they must do so while considering risk management. We discuss this with: Ashley Butao, PMI-ACP, PMP, project manager, Capital One, Toronto: Butao discusses the biggest disruptions she’s seeing in the financial services sector, how agile approaches allow her teams to experiment and adapt fast, and how knowing your organization’s risk appetite can help teams balance innovation and risk management.Stanley Jacob, PMP, chief executive at Stanbic IBTC Financial Services Limited, and VP of the Fintech Association of Nigeria, Lagos: Jacob talks about why teams must be constantly encouraged to innovate—and exposed to new innovations—plus the must-have skills for project leaders in financial services: knowledge of regulations and design thinking.

As we kick off 2023, project leaders are looking ahead to new challenges and opportunities as well as looking back at what they accomplished in 2022. Projectified® reconnected with previous guests to discuss the biggest changes they have seen in the world of projects over the last year, their top lessons learned, plus what they’re excited about—and the skills project managers need to succeed—in the year ahead. Guests include Elton Soares, PMP, project manager, General Electric, Florianópolis, Brazil; Nontobeko Mathenjwa, project manager, South African National Roads Agency Limited, Johannesburg; Kierstin Gray, PMI-ACP, PMP, program director, Argodesign, Brooklyn, New York, USA; Manuel Segura Pérez, PMP, head of project and construction management, Repsol, Madrid; Malong Dong, PMP, enterprise portfolio manager, Reserve Bank of Australia, Sydney. Key Themes [02:05] Changes in 2022: an increasing focus on delivering value[04:59] How project leaders can adapt to changing stakeholder involvement and expectations[12:32] Tips for 2023: improving communication skills and team agility[17:07] How teams can build resiliency and embrace new tech and ways of working

To deliver an organization’s strategic objectives, project leaders must be able to look across the portfolio and decide which projects provide value and should be pursued, which go on the back burner and which are abandoned entirely. We discuss this with:Sunando Chaudhuri, PMP, PgMP, PfMP, director of IT, Abu Dhabi National Exhibitions Company Group, Abu Dhabi: Chaudhuri discusses why project leaders must understand their organizations’ goals to best prioritize projects, the different types of business value projects can deliver—and how that factors into project portfolio decisions—along with ways project managers can keep executive leaders aligned, even in the face of personal agendas and pet projects.B. Firat Dengiz, PMP, PgMP, PfMP, program leader, Turkish Aerospace Industries, Ankara, Turkey: Dengiz discusses the metrics and data he considers when making project portfolio decisions, how he factors stakeholders into his decision-making process and ways to build buy-in from the C-suite. Key themes[02:57] The different ways to calculate business value [04:14] Ways to manage pet projects and personal agendas[07:10] Ensuring project portfolio decisions align with organizational strategy[10:28] Metrics to consider when prioritizing project portfolios[12:01] Engaging stakeholders to build support for decision-making[14:38] Tackling challenges project managers face when prioritizing portfolios[16:36] Determining how to build buy-in with different C-suite leaders