CELEBRATING WOMEN IN PROJECT MANAGEMENT 2020 SERIES
Location: Boston Massachusetts, USA
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A strategic global consulting operations leader and change management innovator who is directing business-centric roadmaps, enabling business transformation and inspiring the next generation of enterprise growth in multi-billion dollar organizations. Experienced strategist for sales, PMO, business systems and platforms (finance, supply chain, operations, sales, service, marketing), solution delivery, go-to-market, governance, process improvement, and enterprise transformation. A visionary who serves as a catalyst for sustainable change by empowering enterprise clients through data-driven impact. A driver of continuous improvement who is rethinking what’s possible, transforming complex obstacles into tangible and profitable solutions.
What is your project management super power?
Team building. Building and growing strong teams is key to stellar delivery in projects. Team members need to be supported and feel empowered to do good work, be creative and solve problems.
How can gender diversity be improved in the project management profession?
Many of the projects I deliver are in technology where gender diversity is also a challenge. Introducing project management early in education, building interest early, can be a place to start in improving gender diversity.
As the profession evolves, what skills do you think will be key for future success?
I believe agile project management delivery methods will continue to grow and expand and will be key for future success. I have found success in being able to deliver value early and identifying issues (and reacting to them) early.
How do you recover from difficult situations?
I was going to answer this question from a project management perspective, but realized that my answer did not really deviate based on the situation. Difficult situations happen. For me, I take a very logical and neutral approach to this. The situation is what it is. I would lay out the options to deal with the situation and pick the one that makes the most sense, learn from it and move on. Dwelling on these things adds no value and moves nothing forward.
What are your tips and techniques for conflict resolution?
I have been lucky enough in my career to have been on some rather large teams and projects. But large or small, conflict is part of project management (and daily life for that matter). Before reacting to any conflict situation, I would recommend speaking with each party individually and listening to each person’s position. I would try to understand each person’s position and how they got to where they are. Depending on the severity of the situation, I may take different approaches. I find that in conflict, people just do not know how others are feeling. I have found communication to often be a root cause of conflict.
Which 3 words best describe why you enjoy being a project manager?
Making a difference.
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