Projectified

Project leaders are being asked to do more than deliver on time and on budget. They need to understand business strategy, connect teams to measurable value, adapt when conditions change, and use judgment when the plan no longer fits the moment. How can project leaders make better trade-offs when priorities compete? When should established processes or governance approaches bend in pursuit of business value? And how can they build alignment and influence when authority is distributed across stakeholders and teams? We discuss this with Tyler Norman, MBA, PMP, PgMP, PfMP, director of strategic supply chain programs at Scholastic, and Adeola Jeremiah, PMP, head of PMO at VistaVu Solutions.

What You’ll Learn:

• How project leaders can connect project decisions to business strategy and value
• When to adapt the plan or governance approach as conditions change
• How to use context, consequences and trade-offs to make stronger judgment calls
• How to define project success beyond scope, schedule and cost
• How to build stakeholder alignment and influence without direct authority

Tyler Norman, Director of Strategic Supply Chain Programs at Scholastic
Tyler Norman, MBA, PMP, PgMP, PfMP, is Director of Strategic Supply Chain Programs at Scholastic, where he leads large, cross-functional initiatives and helps build the governance, structures, and teams that make strategy executable. With more than 16 years of experience in strategic transformation, PMO leadership, enterprise change, portfolio governance, and program delivery, Tyler has delivered more than $100 million in investment and $1 billion in benefits across organizations large and small. He is also a keynote speaker, project management trainer, performance coach, board member, and serial mentor through NAVIGATE With Purpose, and was named a 2025 North American Finalist for PMI’s Rising Leader Award.

Adeola Jeremiah, Head of PMO at VistaVu Solutions
Adeola Jeremiah, PMP, is Head of PMO at VistaVu Solutions and an enterprise transformation leader with more than 16 years of experience helping organizations turn business strategy into execution. Her work spans SAP ECC and SAP S/4HANA transformation, enterprise program delivery, portfolio governance, operating model change, post-merger integration, business readiness, and value realization. At VistaVu Solutions, she leads enterprise delivery capability across SAP S/4HANA transformation programs, including scalable governance, operating models, delivery standards, go-live readiness, executive scorecards, and risk-based decision-making across complex, multi-stakeholder environments.

Featured in This Episode

• Guest 1: Tyler Norman, MBA, PMP, PgMP, PfMP

• Guest job title: Director, Strategic Supply Chain Programs at Scholastic
• Guest bio: Tyler Norman, MBA, PMP, PgMP, PfMP, is Director of Strategic Supply Chain Programs at Scholastic, where he leads large, cross-functional initiatives and helps build the governance, structures, and teams that make strategy executable. With more than 16 years of experience in strategic transformation, PMO leadership, enterprise change, portfolio governance, and program delivery, Tyler has delivered more than $100 million in investment and $1 billion in benefits across organizations large and small. He is also a keynote speaker, project management trainer, performance coach, board member, and serial mentor through NAVIGATE With Purpose, and was named a 2025 North American Finalist for PMI’s Rising Leader Award.

• Guest 2: Adeola Jeremiah, PMP

• Guest job title: Head of PMO, VistaVu Solutions
• Guest bio: Adeola Jeremiah, PMP, is Head of PMO at VistaVu Solutions and an enterprise transformation leader with more than 16 years of experience helping organizations turn business strategy into execution. Her work spans SAP ECC and SAP S/4HANA transformation, enterprise program delivery, portfolio governance, operating model change, post-merger integration, business readiness, and value realization. At VistaVu Solutions, she leads enterprise delivery capability across SAP S/4HANA transformation programs, including scalable governance, operating models, delivery standards, go-live readiness, executive scorecards, and risk-based decision-making across complex, multi-stakeholder environments.

Episode Resources:

• Tyler Norman on LinkedIn
• Adeola Jeremiah on LinkedIn
• Melissa Khan-Blackmore on LinkedIn
• Project Management Institute Website
• Project Management Institute LinkedIn

Many organizations have sustainability goals, but turning them into project decisions is where the work gets harder. How can project professionals build sustainability into requirements and design before options narrow? How should they weigh cost, schedule, quality and long-term value when priorities compete? And what changes when stakeholder trust or new information requires a different path? We discuss this with Preston Welker, PMP, global climate program and operations lead at The Nature Conservancy, and Ayman Zaki, CSPP, PMP, PMO project manager at EllisDon.

What You’ll Learn:

• How to turn sustainability goals into project decisions early, from requirements and design through execution
• Why stakeholder trust, community engagement and clear expectations can shape long-term project value
• How to navigate trade-offs between cost, schedule, quality and sustainable outcomes
• Why clarifying sponsor priorities upfront helps teams make better decisions when pressures compete
• How project management skills and an adaptive mindset help teams turn sustainability expertise into better outcomes

Preston Welker, Global Climate Program and Operations Lead at The Nature Conservancy

Preston Welker, PMP, is Global Climate Program and Operations Lead at The Nature Conservancy, where he helps teams deliver projects that advance global conservation and climate strategies. With more than 10 years of experience in project management, operations, portfolio systems, and stakeholder engagement, Preston has supported nature-based carbon projects across five continents, designed systems to track progress and impact, and trained teams in Lean, Agile, and facilitation methods. His experience also includes work connected to a $100 million Bezos Earth Fund grant, the development of Naturebase.org, and graduate research on stakeholder engagement for green infrastructure and climate resilience projects.

Ayman Zaki, PMO Project Manager at EllisDon

Ayman Zaki is a Certified Sustainable Project Professional and PMO Project Manager at EllisDon, with more than 20 years of experience delivering complex construction and development projects across the Middle East. His work spans hospitality, mixed-use, residential, commercial, aviation, and government projects, with expertise in PMO leadership, governance, risk management, stakeholder engagement, FIDIC contract administration, project controls, and value engineering. Across his career, he has contributed to projects exceeding AED 6 billion in cumulative value, including Royal Atlantis Resort & Residences, Gran Meliá Hotel, Tadawul Tower at KAFD, Deira Waterfront Development, Al Dhafra Hotel & Resort, and Sports Hotel on Hudayriyat Island.

Episode Resources:

• Ayman Zaki on LinkedIn
• Preston Welker on LinkedIn
• Melissa Khan-Blackmore on LinkedIn
• Project Management Institute Website
• Project Management Institute LinkedIn

Career growth doesn’t always come with a new title or a move to a new organization. So how can project professionals keep building momentum when a promotion or outside opportunity isn’t immediately available? Which human skills matter most as AI takes on more coordination work? How can professionals create opportunities, track their impact, and build visibility without sounding self-promotional? And how do they know when staying put is still helping them grow and when it may be time to move on? We discuss this with Andrew Seaman, editor at large for jobs and career development at LinkedIn, and Giana Lawrence-Primus, PMP, MPA, founder and CEO of Project Manager Lab.

What You’ll Learn:

• How to identify hidden opportunities within your current role that accelerate career growth
• Which human skills matter most as AI takes on more project coordination work
• How a 50/50 approach helps balance organizational priorities with your personal development goals
• How to track your accomplishments and build visibility without relying on self-promotion
• How to know when staying put is helping you grow and when it may be time to move on

Giana Lawrence-Primus, Founder and CEO of Project Manager Lab

Giana Lawrence-Primus, PMP, MPA, is a project delivery and leadership strategist, educator, and Founder and CEO of Project Manager Lab LLC. With more than 23 years of experience across government, nonprofit, and digital-first organizations, she helps leaders build stronger delivery systems through better governance, operational clarity, and strategic execution. She developed the proprietary Scaling Delivery Framework™ and advises CEOs and founders on designing organizations that scale effectively while strengthening leadership, accountability, and project delivery. A recognized thought leader in project management, Giana has published more than 25 articles and frameworks and has educated professionals in over 60 countries.

Andrew Seaman, Editor at Large for Jobs and Career Development at LinkedIn

Andrew Seaman is Editor at Large for Jobs and Career Development at LinkedIn, where he helps professionals navigate today's rapidly changing world of work. He leads LinkedIn's Get Hired career development franchise, including its newsletter, podcast, and live programming, providing practical guidance on hiring trends, AI, career resilience, and professional growth. During his more than eight years at LinkedIn, Andrew has helped shape the platform's editorial strategy and career content, reaching millions of professionals worldwide. Before LinkedIn, he spent seven years at Thomson Reuters covering healthcare, public policy, and national news, and previously contributed reporting to USA TODAY.

Episode Resources:

• Andrew Seaman on LinkedIn
• Giana Lawrence-Primus on LinkedIn
• Melissa Khan-Blackmore on LinkedIn
• Project Management Institute Website
• Project Management Institute LinkedIn

Project professionals know anticipating the need to pivot is a mainstay on any project. But what warning signs should you look out for? How can project managers identify them? And how should you inform the C-suite of major red flags? We discuss this with Mary Hladio, PMP, senior productivity and program leader at GE Aerospace in Grand Rapids, Michigan, USA, and Franziska Höhne, PMP, project manager for international internal auditing at ALDI in Essen, Germany.

Key themes

01:25 Spotting red flags in data and how people communicate and act

04:48 Common red flags on projects: resource misallocation, scope creep and misalignment with organizational strategy

11:28 How to handle overly ambiguous—or extremely constrictive—project specs

15:24 Good practices for communicating red flags to the C-suite

17:00 Creating team cultures with transparency and trust

Today’s project professionals are feeling the pressure. And when they don’t manage it well, it could steamroll into full-fledged burnout. What’s the difference between burnout and regular stress? How can burnout effect project outcomes? What early warning signs might show that you or your teams on are the verge of burnout? And what can project leaders do to reset and recharge? We discuss this with Michele Badie, PMP, CPMAI, a program manager in Charlotte, North Carolina, USA, and Valerie Carmel, a mental health therapist based in Orlando, Florida, USA.

Key themes

00:57 What’s the difference between stress and burnout?

03:19 Facing burnout in yourself—and your team—as a project professional

06:04 How mental health professionals can help project managers amid burnout

09:14 How burnout can affect project outcomes

12:01 Warning signs for burnout: Lack of boundaries, sleep disturbance and irritability

14:27 Tips to keep burnout at bay on project teams

18:21 Recognizing burnout—and when it’s time to rest and recharge

The Project Management Professional (PMP)® certification can be a career game-changer. What’s the best way to study for the exam? How do you stay motivated through months of preparation? What’s the difference between taking the exam in-person or online? We discuss this with Kelly Heuer, PhD, CAPM, VP of learning at PMI in Brooklyn, New York, USA; Fernanda Sa, PMP, procurement coordinator at Meta Reality Labs via Mackin Talent in Bellevue, Washington, USA; and Prabhjeet Singh, PMP, project manager at MedStar Health in Washington, D.C.

Key themes

01:09 Why earn the PMP certification?

04:52 How to create a study plan for the PMP exam

09:07 Ways to stay motivated while studying for the PMP

12:01 How PMI can help you prepare for the PMP exam

17:03 Taking the PMP exam online or in-person

20:40 How the PMP certification affects project careers

23:41 Advice for the PMP certification exam

Launching a career in project management can spark a flame. But how do you get that first job and keep the early fire burning? We talk about starter career goals, PMI certifications, mentorship and more with Albert Cayuela, CAPM, PMP, a technical project manager at Banco Sabadell in Madrid, and Krista McCalley, CAPM, PMP, a project coordinator at Insight Global in Des Moines, Iowa in the United States.

Key themes

01:04 How did you start your project management career?

02:55 Pursuing the CAPM certification and crafting a career plan

09:08 Overcoming imposter syndrome and leaning on mentors early in your career

14:55 Solidifying knowledge, developing skills and boosting confidence with PMI certifications

17:57 Advice for project professionals starting their project careers

Gigaprojects aren’t hard to spot: deep complexity, massive stakeholder groups, wildly ambitious scopes and a major boost to national economies. We discuss two gigaprojects with:

Ryan Banas, project director for the Hampton Roads Bridge-Tunnel expansion project and VP at HNTB in Norfolk, Virginia, USA; and Chris Hall, district engineer at the Virginia Department of Transportation in Hampton, Virginia, USA: Banas and Hall discuss how their teams prepared for the years-long bridge and tunnel project, how they keep teams aligned across multiple hand-offs, and the clever ways they engage stakeholders—including community members affected by construction.

Mohammed Almutlaq, project management office VP at the Royal Commission for AlUla in Riyadh: Almutlaq shares how teams are turning the historical site of AlUla into an archaeological tourism destination. He discusses how the PMO keeps teams across portfolios aligned to a singular strategy, ways teams best communicate and keep track of progress across projects, and builds flexibility into projects through solid change management practices.

Key themes

01:42 Managing a multibillion-dollar infrastructure overhaul in Virginia

04:42 How teams collaborate to tackle years-long projects

07:41 Good practices for hand-offs across the project life cycle

10:12 Keeping the community informed—and building buy-in for the long haul

15:44 Transforming the ancient city of AlUla into a tourism hub

18:18 How a PMO keeps multiple teams aligned to one strategic vision

21:19 Building adaptability into projects with change management

25:06 Top challenges: continuous value delivery and retaining the right talent over long timelines

Success is in the eyes of the beholder. For projects, that means winning over the top decision makers in the C-suite. How can project management office leaders best share project progress with executives? How can you better engage the C-suite to manage their POVs? We discuss this with Douglas Pulini, PMP, PMI-PMOCP, head of the strategic management office at SPC Brasil in São Paulo, and Stephan Wohlfahrt, PMI-ACP, DAVSC, PMP, head of the project management office at Bosch Mobility in Stuttgart, Germany.

Key themes

00:56 The C-suite’s role in project success

02:33 How PMO leaders decide what information to share with executives

05:24 Ways to engage executives to benefit project success

10:26 Choosing how to best present project updates to the C-suite

14:28 Must-have skills for PMO leaders to effectively manage stakeholder perceptions

Every project—no matter the sector or region—can be led and managed more sustainably. How can project professionals gain executive buy-in for sustainability efforts? How have they put environmental and social responsibility front and center in their work? And how can other project leaders further develop their knowledge of sustainability in their sectors? We discuss this with Pratik Mishra, PMP, senior strategic portfolio manager at Zalando in Berlin, and Michael Mylonas, GPM-b, PMP, director of project management at the Xeni Gwet’in First Nations Government in Tsilhqot’in Title Land, Nemaiah Valley, British Columbia, Canada.

Key themes

00:52 Why you should embed sustainability into every project phase

04:29 Gaining stakeholder buy-in for sustainability on projects

08:49 Building environmental and cultural sustainability into a community center project

12:16 How project professionals can develop their sustainability knowledge

15:26 Ways you can boost sustainability in your projects

Project professionals across the globe deliver meaningful work in myriad ways—all with a goal to make the world a better place. So how did two project managers start their careers, one producing concerts across the globe and the other inspiring teams at LEGO? We discuss what makes them proud to be project managers, some of their favorite projects and more.

Our guests are Jim Digby, PMP, project manager and tour and production director at Show Makers in Philadelphia, and Liliana Janette Gómez Castrejón, PMP, project manager at The LEGO Group in Herning, Denmark.

Key themes

01:03 Delivering projects, from major music tours to LEGO

06:32 The project management skills that help deliver creative projects

08:40 Overcoming challenges with stakeholder management and finding your leadership style

12:39 Bringing creativity into leading creative projects

17:55 Project manager pride: Creating healthy, diverse team environments

Projects and products are becoming increasingly entwined. That ramps up the need to build greater collaboration between project managers and product managers. What’s similar—and different—about the roles? What strategies can you use to boost collaboration? And how does agile help everyone stay aligned?

We get insights and tips from Adam Motiwala, a product manager at Google in Irvine, California in the United States, and Meg Sawachi, PMI-ACP, PMP, a senior project manager at GlobalLogic in Lund, Sweden.

Key themes

02:14 Today’s must-have skills for product managers and project managers

06:04 The biggest similarities—and differences—between product and project managers

08:29 Building a strong partnership between a project manager and product manager

12:56 How agile helps project and product managers stay aligned

16:51 Words of advice to product and project managers to boost collaboration

Iterating has become the business norm—but project teams are struggling to keep up with the relentless pace of change. How can change management professionals and project leaders help? We discuss this with:

Sharon Casey, director, change management, Adobe, Austin, Texas, USA: Casey discusses how the persistent pace of change is affecting project teams and contributes to change fatigue. She also explains how change practitioners can support project professionals and teams going through change—sharing how her team’s “service tiers” offer assistance—and ways to ensure project teams and senior stakeholders buy into change initiatives. Plus, how artificial intelligence is helping leaders at Adobe learn to better manage change.

Senkodi Murugesan, CPMAI, PMP, previously a project manager at Howden, a Chart Industries company, Chennai, India: Murugesan discusses how change has evolved through his career, how to find opportunities amid sudden change on a project, and he shares an example of how he led teams through a major tech change. He also explains why an agile mindset is crucial when it comes to leading project teams through change.

Key themes

[02:08] How the increasing pace of change affects teams

[04:02] Building buy-in for change—and avoiding burnout

[09:16] How Adobe change practitioners support teams during change

[11:18] Using AI to assist project leaders during change initiatives

[16:15] A project professional’s perspective on how managing changed has evolved

[18:51] Helping teams through major tech changes

[21:38] An agile mindset: A must-have for project leaders handling change

As geopolitical volatility reigns, organizations must increasingly anticipate, assess and manage the risks that come in such a complex project environment. How is this turbulence affecting project leaders? How are they incorporating geostrategy into their risk management processes? We discuss this with:

Heather Buchanan, PMI-RMP, PMP, supply chain project manager, Canada Goose, Toronto: She discusses how geopolitical volatility’s impact extends beyond the triple constraint. She explains how project teams are handling change with strategic shifts and proactive planning, and how she ensures her teams keep geopolitical considerations at the forefront. Plus, Buchanan talks about how subject matter experts, tech tools and even PMI helps her stay up-to-date on geostrategy.

Rosa Gilsanz, PMI-RMP, PMP, project leader, Bayernoil, Munich: Gilsanz shares why geopolitical issues can wreak havoc with energy projects, the importance of a diverse team in risk identification, prioritization and mitigation planning, and how she uses clear communication and knowledge sharing to bolster her team’s resilience and adaptability amid uncertainty.

Key themes

[01:09] Geostrategy’s impact on project teams’ risk management

[03:25] Managing risk and change with flexibility and contingency planning

[05:49] Discussing geopolitical considerations—from tariffs to labor laws—with teams

[08:10] Identifying and prioritizing risks with AI, subject matter experts and online alerts

[12:19] How the energy sector is affected by geopolitical volatility

[15:14] Why you need a diverse team for risk management practices

[17:03] Improving risk resilience on teams through communication and knowledge sharing

The youngest generations in the workforce don’t just want jobs—they want to deliver impact. What skills do project professionals need to ensure their efforts lead to deep social impact? And how do they build support for these initiatives? We discuss this with:

Martin Irungu, founder and executive director, Empower and Serve Kenya (EmpServe), Nairobi: Irungu’s upbringing inspired him to create an organization focused on positive social impact. He shares how EmpServe Kenya is upskilling the next generation of changemakers, and how his teams engage with communities to build trust and support for projects.

Nuria Gabriela Soistata Ruiz, innovation and impact programs lead, Makesense Americas, México City: One of her org’s programs helps students build leadership skills while managing positive social impact projects in México City. Soistata Ruiz explains how she and her teams keep partners and program participants engaged and reveals the skills she leans on in her social impact work. Plus, how other project professionals can find opportunities that focus on their passions.

Key themes

[01:00] Why the next generation wants to deliver positive social impact

[04:10] Helping young Kenyans upskill to make change in their communities

[07:54] Building buy-in through community ownership and local project champions

[13:32] Measuring success through program alumni

[15:55] Helping students lead projects to make a difference in México City

[22:11] Must-have skills for social impact: Adaptability, empathy and assertive communication

[23:39] Finding the right organization to help you deliver positive social impact

Across the globe, employees are leaving their jobs because they are not fulfilled—and it’s costing organizations big time. One way to fix this? Investing in your talent. Our roundtable discussion outlines the benefits of internal talent development, how to identify team members with potential and steps to keep team members engaged when they’re struggling.

Guests include: Joe Campa, PMP, PMI-PMOCP, PMI-CP, senior manager, strategic excellence office, Ontario Power Generation, Oshawa, Ontario, Canada; Aimee Cowan, senior manager, human capital practice, Deloitte, London; and Gemma Konrad, career and performance development director, Mars, London.

Key themes

[02:42] The biggest benefits from internal talent development

[07:03] How to identify and cultivate promising talent within your teams

[10:24] How companies are upskilling project talent through formal programs, one-on-one discussions and artificial intelligence

[20:45] Boosting employee engagement with emotional safety, transparency and flexibility

In today’s hypercompetitive job market, organizations are looking for change-ready project talent that can add value from the get-go. In a group discussion, three project professionals share which must-have skills and acumen—from artificial intelligence proficiency and data analysis to communication and active listening—have bubbled up in 2025. They also explain how to market your skills, experience and the value you’ve delivered on your résumé or CV and during job interviews. Plus, how you can upskill through certifications and online courses.

Our guests include: Fernanda Bertino, PMP, lead project manager, Cirion Technologies, Rio de Janeiro; Mutaz Said, PMP, PgMP, PfMP, project controls manager, AtkinsRéalis, Denver, Colorado, USA; Mohamed Swydan, PMP, head of projects, Gulf Cooperation Council region, Engie Solutions, Dubai.

Key themes

[02:08] The skills you need: AI acumen, communication and data analysis

[06:40] Using online courses and group discussions to upskill

[10:11] What hiring managers are looking for in project talent

[13:54] How to best market yourself on your résumé or CV

[15:45] Ways to stand out in 2025’s job market

With wildlife populations plummeting, conservation teams are fighting back, using cutting-edge technology to track and protect the world’s flora and fauna. We discuss this with:

Shannon Dubay, director of conservation technology, Panthera, Cape Town, South Africa: Dubay discusses how teams use camera traps, satellite imagery, AI and other technologies in cat conservation, how teams are analyzing and acting on data faster in Zambia, how tech advancements have changed teams’ success metrics in conservation projects, plus how predictive analytics could transform conservation efforts moving forward.

Dave Thau, global data and technology lead scientist, World Wildlife Fund (WWF), San Francisco: Thau talks about how the role of AI has evolved in conservation and helped boost efficiency. He also discusses WWF’s ManglarIA Project, which uses AI and other tech to measure the impact of climate change on mangroves in Mexico. Plus, Thau takes listeners through how the team is leaning into innovation and adaptability as well as working with community members to futureproof their efforts.

Key themes

[02:33] Using camera traps, drones and AI to conserve cats in the wild

[07:41] How teams are analyzing—and acting on—data faster

[11:10] Tech’s impact on success metrics for conservation projects

[12:02] How predictive analytics could change future conservation projects

[14:58] The evolution of AI in conservation projects

[17:35] How WWF is using AI to measure the impact of climate change on mangroves in Mexico

[20:26] Focusing on innovation, adaptability and community engagement in conservation

More and more project professionals are managing artificial intelligence (AI) projects, but teams are struggling to make sure they deliver real value. What makes AI projects different—and what are some common reasons they fail? What does it take to lead successful AI projects—and how do you build those must-have skills? We discuss the big issues with two experts at PMI Cognilytica: Kathleen Walch, CPMAI, director, and Ron Schmelzer, CPMAI, director and general manager. Both are based in Columbia, Maryland, USA.

Key themes

[02:37] Common reasons why AI projects fail

[07:42] How to make sure your AI project delivers real ROI

[09:22] What makes AI projects different than others—and what it takes to manage them

[17:05] Ways to keep your AI knowledge up to date

[19:30] How to set smart metrics for AI projects and the rise of agentic AI

International Women’s Day is a clarion call for gender equality—and project professionals around the globe are taking bold action to advance the cause. Our guests discuss the projects they’re leading to empower girls and women, how they ensure they’re delivering positive social impact, and how they keep themselves—and their teams—motivated in the face of adversity.

Our guests include Cecile Pilot, senior project and capacity building officer at Defence for Children International in Geneva, and Marwa Hammad, head of global gender strategy and the Youth Education and Entrepreneurship program at Schneider Electric Foundation in Cairo.

Key themes

[02:17] Supporting young women to drive change in their local communities and on the global stage

[05:43] Creating Schneider Electric Foundation’s global gender strategy and a program for youth education and entrepreneurship

[09:48] Overcoming funding and legal challenges along with battling stereotypes

[17:13] How to stay motivated and—resilient—in the face of adversity

[21:25] Measuring success and positive social impact

[23:48] The vision for greater gender equality in the years ahead