Project Management Matters Podcast

The most dangerous moment in a transformation isn’t when a leader says, “We’re going agile.”It’s when everyone applauds… and then nothing actually changes.Same approvals, same escalation paths, same leadership behaviors, same culture, but just wearing a new hoodie.In my conversation with Bob Tarne on Project Management Matters, one point hit hard because it’s so common: organizations treat methodology like a miracle drug.Switch the framework, run the training, rename the ceremonies, and then they’re shocked when outcomes don’t improve.The real unit of agility isn’t a sprint, it’s a decision.If a team has to wait on a manager or director to approve small moves, you don’t have an agile organization. You have a permission-based organization… doing standups.And this is why “copying what the best companies do” usually fails.People copy the visible stuff:* Spotify squads (from a moment-in-time snapshot)* Amazon-style narratives (then they “tweak” them back into PowerPoint)* Scaled frameworks pasted onto cultures that don’t support themThey borrow the artifact but skip the hard part: changing how the organization thinks, funds, approves, and holds power.Now we’re watching the same pattern repeat with AI.Some leaders are already treating AI as the next shortcut:* “Replace entry-level roles.”* “Automate the thinking.” * “Let the agent run it.”But AI won’t save you from accountability.If your chatbot promises something your policy doesn’t allow, your company still owns the consequence. If your agent creates a backlog, a human still needs to validate it. Tools don’t replace judgment. They amplify it, sometimes in the wrong direction.So here’s the question I’m sitting with after this episode:What decision have you moved closer to the work?Not what framework you adopted, what tool you implemented, or what training you delivered?What decision changed hands so teams can move without waiting for permission?That’s where transformation becomes real.Project Management Matters is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

Strategy succeeds when leaders go beyond ambition and translate intent into action. Doing so requires great skill in building a bridge from thinking to doing, that’s where project management lives.In my conversation with Emad Aziz, we explored what happens in strategy execution space and the gap between vision and delivery.Emad spent his career operating in that space. From leading transformation initiatives and building PMO capability, to launching a global consulting firm and helping grow the project management profession across regions, his work has always focused on one question:Who makes strategy real when the system itself is under strain?We talked about the limits of methodologies, the patience required to build execution capability, and the role project managers play as integrators rather than enforcers.This episode is for anyone who has ever been asked to “just make it happen” without clear answers, or perfect conditions.Because that’s where the magic makers live.“I Made That Happen”Emad’s entry into project management wasn’t accidental. He chose to migrate early in his career into project management because he was drawn to the part that doesn’t fit into job descriptions:making things happen.Not the clichés. The reality.The inner satisfaction of pointing at a building, a system, a product and saying: I was the catalyst. I put the elements together.The PMO Myth: “Fast Results”From there, the conversation moved into PMOs and why so many executives become impatient with them. Emad didn’t deny the impatience, he explained it.Many leaders treat a strategic PMO (or “strategy execution office”) like a switch you flip:Stand it up, and results will show up in a few months.But the truth is harsher:A PMO is a marathon, not a sprint.It can take years before you see material results because you’re not installing software, you’re building capability.That’s not a comfortable message, ot’s a necessary one.Malta, Volunteering, and the “Disneyland” MomentOne of my favorite arcs in the episode was about community. Emad talked about attending his first PMI Global Congress in Malta in 2008 and getting “hooked” on the energy: volunteering, exchange of ideas, global connection.He described it like watching his 8-year-old at Disneyland. To him it has the same level of excitement, sense of possibility, and future growth.It didn’t stay as a personal experience, he tried to bring it home.When he learned PMI had destinations lined up for years, he and his colleagues decided to create a local replica in Egypt: P2P.* 2008: three exhibitors, 600 attendees, and PMI leadership in the room* 2009: six ministers under the auspices, 17 speakers flying in, tracks by industry, ~1,200 attendees, ~50 exhibitorsIt was not about “event planning,” It was about building professional infrastructure. That’s what it looks like when someone stops consuming a profession and starts investing in it.Entrepreneurship Wasn’t an AccidentEmad’s entrepreneurship story wasn’t a “follow your passion” cliché either.He was head of transformation / strategic PMO for a major global bank (at the time, the seventh largest in the world). He learned a lot and then he hit a ceiling, because in many organizations, the PMO is still treated as a support function.He made a decision mid-year and with no safety net and he launched his firm in 2006. He did so because he believed that the profession isn’t just a job, it’s a vehicle for impact, independence, and leadership. Agile Didn’t “Fix” Strategy ExecutionEmad shared that when it comes to strategy execution, if organizations see Agile as a universal cure, they are not likely position for success. In an organizational context, Agile needs boundaries and clarity. It needs to operate within the context of time, cost, benefit realization, and constraints.He argued that the world has been moving toward the real answer for a while, a hybrid approach.He made a prediction that in 10–15 years, “Agile vs Waterfall vs Hybrid” may fade into the background, replaced by a single integrated body of knowledge where we simply choose tools based on context. That’s honestly what good PMs have always done anyway.Our job isn’t to be stuck on a method, it’s to pick, adapt, and integrate, and ultimately deliver outcomes.A Lifetime CommitmentThe episode closes where it should: not on tactics, but on character.Emad called project management a “lifetime commitment.” You keep learning, giving back, and contributing.If you’re looking for an easy, laid back place, Project Management isn’t it. But if you want a career that pushes you beyond your limits and connects you globally even when you work locally… “this is the place to be.”Final ThoughtWhen execution is messy organizations don’t get saved by frameworks, they get saved by people who can hold tension:* between delivery and transformation* between structure and agility* between ambition and constraint* between local context and global standardsThat where magic and professional judgement come together.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

One of the quiet assumptions we carry in project management is that experience is cumulative in a straight line. You learn the tools, you master the frameworks, you gain judgment, and eventually, you’re “senior.”But what if that story is incomplete?In my recent conversation on Project Management Matters with Jesse Fewell, PMBOK® Guide Eighth Edition Chair and longtime contributor to PMI standards, I found myself confronting a blind spot I didn’t realize I still had: we forget what it felt like to be junior.It is not due to a lack of empathy, but because experience changes how we see guidance.From Doing Projects to Shaping a ProfessionJesse’s journey into project management will sound familiar to many: an accidental entry, rooted in technical work, shaped by frustration with how projects were being run rather than by a love of templates or processes.What stood out wasn’t just how he became a project manager, but when he crossed an invisible line: from wanting to do the work well, to feeling responsible for helping others do the work better. That shift came because of volunteering with PMI.A single phone call to PMI set off nearly two decades of contribution: agile communities, practice guides, standards work, and eventually chairing one of the most consequential editions of the PMBOK® Guide.The Seventh Edition and What HappenedThe PMBOK® Guide Seventh Edition didn’t quietly evolve like other standards, but it was disruptive to the profession.It polarized practitioners and challenged long-held expectations. It certainly surfaced uncomfortable questions about value, outcomes, and whether “doing the project right” mattered if we were building the wrong thing.Jesse does not see this disruption as a mistake, it was necessary. But there had to be a rebalancing and that perhaps can’t be achieved without swinging the pendulum.The Eighth Edition, which Jesse chaired, didn’t attempt to erase that disruption. Instead, it synthesized it, bringing back structure, processes, and life-cycle thinking, while retaining the emphasis on principles, value, and context.In the end it was not a retreat, it was a reconciliation.The Real Insight: Different Practitioners Need Different GuidanceThe most important realization Jesse shared wasn’t about standards at all.It was this:Project management requires tiers of guidance, because practitioners are at different stages of their journey.Early-career professionals want clarity, structure, and direction. Senior practitioners rely on judgment, pattern recognition, and trade-offs.The mistake we make, especially as experienced leaders, is assuming that what we no longer need is no longer valuable.In reality, standards aren’t failing when they feel “too basic,” they’re serving someone else.Why Standards Are Still Necessary in an AI WorldIt’s tempting to ask: why bother with standards when AI can generate a methodology in minutes?Jesse’s answer was blunt and grounded in reality. AI amplifies what already exists.If your data, processes, and thinking are fragmented, AI doesn’t create intelligence, it scales confusion.Standards, at their best, don’t compete with AI, they discipline it.They provide the shared language, structure, and assumptions that make automation and augmentation meaningful rather than dangerous.Leadership, Volunteering, and the Harder SkillLeading volunteers to build a global standard isn’t easier than leading employees, it’s harder in different ways. Yes, there’s no paycheck, authority, or compliance leverage, but what remains is purpose, credibility, and trust.Perhaps that’s the quiet reminder running underneath this entire conversation:Project management isn’t fundamentally about tools or techniques. It’s about judgment, applied with humility, context, and care for both the work and the people doing it.A Final ThoughtStandards don’t exist to tell you what to think but they are there to help you think better, especially when experience, technology, and pressure tries to short-circuit process. The profession doesn’t move forward by choosing between tradition and innovation, it moves forward by learning how to hold both at the same time.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

Project management has grown up a lot over the past few decades. It’s more visible, more global, and more established as a profession.What hasn’t changed, though, is the question that sits underneath all of it:what actually makes someone effective in this work?That question shaped much of my recent conversation with Becky Winston on Project Management Matters.Becky’s career spans government, industry, academia, and nonprofit leadership. She served at the highest levels of PMI governance during a period when both the Institute and the profession itself were still finding their footing. What made this conversation valuable was perspective and clarity.Success Was Never Just DeliveryEarly in our discussion, Becky challenged one of the most persistent assumptions in project management: that success is defined solely by delivery metrics.Yes, scope, schedule, and cost matter, but they’ve never been enough.Real success, she argued, shows up when a project manager understands:* what is being done* why it’s being done* when it matters* and how it connects to the rest of the organizationThat level of understanding doesn’t come from templates, it comes from professional curiosity.Ego Is the Quiet Failure ModeOne of the strongest throughlines in the conversation was ego and the subtle ways it undermines effectiveness.As project managers gain experience, credentials, or seniority, it becomes easy to mistake confidence for mastery. Becky was direct about this risk: the moment ego takes over, learning stops. And when learning stops, effectiveness follows shortly after.She described seeing this repeatedly in her shadow management work. Project managers who could point to completed artifacts but couldn’t explain what was actually happening on their projects.They had risk registers, but they couldn’t articulate the risks. They followed the checklist, but didn’t engage the work.Listening Is a Professional SkillBecky’s legal background added another important layer to the discussion: listening.The type of listening that forces you to go beyond just waiting for your turn to talk and really listening to what others have to say. This allows you to:* translate technical work for non-technical stakeholders* identify gaps in reasoning* ask the next question that actually mattersShe made a distinction that stuck with me: repeating someone’s words back to them doesn’t prove understanding. Often, it proves the opposite. Understanding meaning, not vocabulary, is where leadership lives.Preparation Enables ConfidenceAnother recurring theme was preparation as a foundation for influence.Becky talked about how being studied, coming prepared to meetings, conversations, and decisions, changes the dynamic entirely. It reduces noise and makes difficult conversations easier. It creates space for better questions.That lesson was reinforced early in my own volunteer leadership journey, when she advised me to read every page of the board materials before my first meeting. Preparation wasn’t about impressing anyone, it was about being ready to contribute.PMI, Strategy, and Professional MaturityThe conversation naturally turned to PMI and a pivotal shift in its evolution: the move the PMI Board made from operational focus to strategic leadership.Becky recalled challenging an early version of PMI’s “strategic vision” that focused on membership numbers. Her point was simple and consequential: that wasn’t strategy, it was a tactic.What followed was a deliberate separation between governance and operations. Boards needed to think long-term and act as stewards not as administrators.That shift didn’t just strengthen PMI, it modeled what professional maturity looks like.The Role of Community and MentorshipUnderlying all of this was a quieter but powerful theme: volunteerism and mentorship.The profession didn’t grow because of certifications alone. It grew because experienced practitioners made themselves available. Mentors answered calls, PMI Founders shared time generously, and leaders stayed connected to chapters and communities around the world.PMI’s real strength wasn’t just its frameworks, it was its people.Nuggets of WisdomBecky emphasized some critical points that can perhaps be distilled with the following:* Curiosity over ego.* Understanding over artifacts.* Listening over performance.* Strategy over activity.* Community over credentials.Her reminder to Project Managers is a simple question, do we really understand the work we’re leading?The answer matters more than any template ever will.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

There’s a strange paradox in project management. Sometimes when we do our jobs well, nothing happens. No crisis, no headlines, and no heroic saves. Just outcomes!That truth came into sharp focus in my recent conversation withFrank Saladis, PMI Fellow, longtime volunteer leader, author, educator, and one of the true stewards of our profession.Frank has lived through multiple eras of project management, from the early days of formal PMOs to the rise of IT, agile, and global scale. What makes his perspective powerful isn’t nostalgia, it’s clarity.The Day the World Didn’t EndWe talked about Y2K. If you remember the hype, you also remember the fear:* Planes falling out of the sky.* Systems failing.* Infrastructure collapsing.And then… nothing happened. People were almost disappointed.But as Frank points out, the reason nothing happened wasn’t luck. It was four years of planning, risk management, and disciplined execution. That moment quietly changed how organizations viewed project management.It was not about paperwork and overhead, it was about essential infrastructure. When project management works, the absence of drama is the success.Most Failures Aren’t Process Problems, They’re People OnesOne of the most important moments in the conversation came when Frank challenged a common myth:“People say projects fail because people don’t follow process. But if the process doesn’t work, the answer isn’t to ignore it. You fix the process.”That distinction matters because breaking process isn’t leadership, working around it isn’t agility, and “just getting it done” doesn’t scale.Mature organizations don’t rely on heroes, they build systems that learn. Rules aren’t meant to be broken, they’re meant to be improved.Calm Is a Leadership SkillWe also spent time talking about leadership under pressure. Frank’s view is simple and increasingly rare:When things go wrong, leaders don’t panic, they get curious. They ask:* Where are we right now?* What do we know for sure?* What do you need from me?Confidence doesn’t come from having all the answers. It comes from trusting the team and creating space for them to solve the problem together.The result is not only good leadership, but also professional maturity.Why International Project Management Day ExistsFrank also shared the origin story of International Project Management Day, an idea he championed not as a celebration of projects, but as recognition of project managers.Everything we rely on every day: buildings, technology, transportation, and systems exists because of projects. Yet the people who make those outcomes possible are often invisible.The day exists to remind the world: This profession matters and so do the people who practice it.A Conversation About StewardshipThis episode isn’t about trends or tools, it’s about stewardship. Taking responsibility for a profession that has shaped organizations, careers, and lives.If you care about:* Leadership without panic* Process without bureaucracy* Influence without ego* And why project management still mattersYou’ll enjoy this conversation.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

Some people find project management, but every once in a while, you meet someone whose career reminds you of something different: that sometimes the profession finds you first.That’s how it felt sitting down with Margareth Fabíola S. Carneiro, PhD, one of PMI’s newest PMI Fellows and one of the architects behind the growth of project management across Brazil.Starting out in business analysis and discovering project management, she did not set out to become a global leader in the field, but after discovering PMI that’s exactly how her involvement in the profession turned out. When the Profession Finds YouWhat followed was 26 years of volunteer leadership and professional engagement that expanded beyond her local community to the national level and the international stage.Chapter building, community building, standards adoption, and PMO creation were all part and parcel of the various ways that she engaged and led in the field.When she walked onto the PMI Summit stage to receive the Fellow Award, it wasn’t simply recognition, it was the moment all those years snapped into view. She said it’s a story she’ll tell her grandkids.Building a Profession Before the Profession Was ReadyWhat impressed me most was remembering what the world looked like when she began. No PMBOK Guide in Portuguese, limited understanding of what a methodology was, executives who were not aware of project management, and a challenge in explaining how all of it was relevant to the government sector.None of these challenges stopped her because she saw and experienced the value. She was focused on sharing to help organizations and governments improve. She helped launch the early PMI chapters in Brazil, introduced structured project practices to public agencies that had never seen them before, and led PMOs across government environments where adoption is notoriously difficult. Her determination convinced leaders that governance wasn’t bureaucracy, it was clarity.The profession didn’t expand in Brazil by magic, it expanded because people like Margareth put door to door effort behind an idea they believed in.This is what happens when project management chooses you: You don’t just practice it, you grow it.A Bridge Between PMI and Agile Before It Was TrendyOne of the most unique parts of her story is her role in bridging PMI and Agile Alliance, not as a talking point, but through real partnership. Agile and PMI aren’t competing disciplines or languages, they’re variations of the same pursuit: delivering change that works.Instead of choosing sides, she chose context and collaboration to help bring together organizations based on trust.The Future She SeesMargareth is optimistic and also honest about the future. AI is already reshaping delivery cycles. Teams can build working prototypes in days using tools that barely existed two years ago. Frameworks will need to evolve and methods to develop further. Practitioners need to accelerate delivery leveraging these capabilities.Her advice is to anchor yourself with adaptability. That way your ability to learn, unlearn, and relearn becomes continuous. For Anyone Entering the Profession…I asked her what she’d tell someone who wants to start a career in project management.She didn’t hesitate:* Build your foundation, don’t skip the fundamentals.* Get certified, not for the letters, but for the discipline.* Get real experience, shadow, volunteer, experiment.* Develop people skills, influence, communication, empathy.* Be proud of the work, because projects shape the world.If project management has chosen you — treat that as a privilege.🎧 Watch/Listen to the Full EpisodeIf you want to understand not just how a profession grows, but who grows it, this conversation is worth your time. Margareth’s story is a reminder of something we sometimes forget:Project management isn’t just a job, it’s a contribution that leaves a mark long after the project is done.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

Every now and then, you meet someone whose influence shaped the profession long before “PMO” became a household acronym. For many of us in the global project management community, Iain Fraser is one of those people.Iain’s name has long been synonymous with governance, value, and the business of projects. He’s not just a practitioner; he’s a thinker who helped move project management from an operational discipline to a strategic enabler of organizational value.As a former Chairman of the PMI Global Board of Directors, a Chartered Director, and author of two globally respected books, The Business of Portfolio Management and The Business of People, Iain brings a rare mix of boardroom wisdom, entrepreneurial grit, and human insight. Highlights from the ConversationFrom the Highlands to the BoardroomIain’s story begins far from corporate boardrooms, a kid from the Scottish Highlands who discovered early on that his future lay in connecting people and ideas.His global journey took him across sectors including oil & gas, power, telecom, government, and banking. It took him and across continents also, shaping his perspective on how culture and context redefine what “good project management” looks like.“I was an accidental project manager,” he says. “But the profession offered a means and an opportunity — not just professionally, but socially and personally too.”The Accidental EntrepreneurAfter years in mega-projects, Iain founded Project Plus, a consulting and training firm that expanded from New Zealand to London, Dubai, and Malaysia.His entrepreneurial journey mirrors what many of us experience when we step out of corporate structures. Suddenly, you’re managing payroll, strategy, and client relationships, all while building credibility in a skeptical market.He shares how scenario planning, a tool we used for PMI’s global strategy, later helped him steer his own company through growth and acquisition, proving that project thinking is business thinking.The Dale Carnegie LessonPerhaps the most human moment of the episode comes when Iain recalls a decision he and his wife made years ago — to take a 14-week Dale Carnegie course together.“It changed everything,” he reflects. “I went from being a shy kid to realizing how powerful it is just to say hello, to engage, to listen. That’s what project management is really about, people.”It’s a reminder that beneath every schedule and budget, success still depends on our ability to connect and influence. It’s a message that resonates deeply in a world increasingly filtered through screens and AI. Governance and Value — The Next FrontierFew people can speak about governance with the same clarity and conviction as Iain. He argues that organizational governance and project governance can no longer live in separate worlds. The pace of change demands greater overlap and proactive collaboration between boards and delivery teams.“We need to move from passive to proactive governance. The old demarcation line between boards and operations doesn’t work anymore.”When it comes to defining success, Iain doesn’t shy away from challenging the profession:“We’ve gone too far in dismissing time and cost. They still matter.vBut the real measure of success is value delivered and that means defining what value actually means for your organization.”His framework extends beyond financial metrics to include strategic, social, and brand value, a holistic view that ties projects back to purpose.Advice for the Next GenerationThe conversation closes with advice for young professionals entering the field. It’s the kind of timeless counsel that could easily hang on a wall in every PMO:“Don’t rely entirely on AI or technology. Get out from behind the screen to meet people, listen, and build empathy. Keep learning, keep building experiences, and one day you’ll become a trusted advisor. Use your head, your heart, and your gut together, they make the best decisions.”Final ReflectionListening to Iain talk about value, governance, and human connection, you’re reminded that project management was never just about deliverables, it’s about enabling change that lasts.Whether he’s talking about selling his company, coaching the next generation, or sitting quietly in the back of the room, his words carry the weight of experience and the calm of perspective.This episode isn’t just a look back at a career, it’s a roadmap for what modern project leadership should look like: strategic, human, and guided by purpose.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

What happens when a student who didn’t intend to be a project manager ends up shaping the direction of the global project management profession?In this episode of Project Management Matters, I sit down with Lenka Pincot, PMI’s Chief of Staff to the CEO, to explore her journey from unexpected beginnings to strategic leadership. We talk about everything from her early exposure to real-world software projects as a university student, to leading digital transformations in banking, to now helping PMI at the global level.Lenka doesn’t just talk about frameworks, she talks about elevating the profession. From integrating agile and project management to reshaping what project success really means, she offers a compelling look at where the profession is heading.In this episode:* How Lenka’s accidental entry into project management shaped her career* What global community engagement looks like at PMI today* The surprising overlaps between consulting and project management* Why the conversation around project “failure” needs a serious update* How PMI is redefining success and why the future of the profession is all about integration, flexibility, and communityWhether you’re a seasoned PM leader or just starting out in the field, Lenka’s story is a reminder that impact doesn’t always follow a straight path. Having the right mindset and community, can help you transform the world, one project at a time.Watch or listen to the full episode here. Also, don’t forget to subscribe to Project Management Matters for more conversations that push the boundaries of the profession.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

This episode is a masterclass on how real careers get built through delivery, trust, and sharp thinking. If you’ve ever wondered how consulting shapes great project leaders, this episode lays it out. My guest, Joe Naaman, has built a career across global consulting firms, complex delivery environments, and now as CEO of PorterLifestyle. He’s seen what works and what burns out fast.In this conversation, we unpack:* What Project Management offers organizations, especially on the strategic level* Why consulting is the ultimate training ground for PMs* How to build trust and influence no matter your title* The human side of delivery: reading rooms, managing clients, and earning credibility* What separates project managers who move work from those who move organizations“The people who thrive aren’t always the loudest or the most technical. They’re the ones who listen, adapt, and follow through. That’s what clients remember.”Whether you’re consulting today, leading PMOs, or thinking about what’s next, this episode is a roadmap for doing the work, and doing it well.🎧 Watch the full episode above📬 Subscribe for more unfiltered insight on consulting, PM, and leadership💬 Reply with the consulting lesson that stuck with you the mostThanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

Lee Lambert didn’t just witness the rise of the PMP, he helped build it. In this episode of Project Management Matters, I had the privilege of sitting down with one of the profession’s pioneers to talk about how project management has evolved, and what comes next.From his roots as an engineer to his role in helping PMI develop the original PMP certification, Lee has spent five decades championing the profession across more than 50 countries. He’s taught over 50,000 students. He’s seen project management move from niche discipline to global backbone. He still travels the world sharing his experience, volunteers for PMI, and helps others discover Project Management’s value.How the PMP Was Born (and Reinvented)Back in 1984, when the first PMP exam launched, there was no PMBOK Guide. No formal content outline. Just 55 people in a room and a lot of expertise shared through white papers and conversation.“People ask, how did we certify PMs before the PMBOK? We made it up, but we knew what we were doing.”Lee worked closely with PMI over several years to create a credential that would stand the test of time. But in those early years, adoption was slow, just 6,000 PMPs existed by 1996.Then everything changed.With the publication of the PMBOK Guide and streamlining the process, major corporations like IBM and AT&T adopted the PMP as their internal gold standard. From that point on, the numbers exploded.What He’d Do DifferentlyEven as a founding voice, Lee is candid about what didn’t work:* The experience requirement may have been too low.* The over-reliance on “boot camps” risks the perception of the certification.* The growth is impressive, but not without trade-offs.He mentions in certain instances that:“We’re seeing people who are great test takers, but not necessarily great project managers.”Lee argues that while certifications matter, experience and application matter more. He believes we need to continue to evolve the certifications and standards as we focus more on capability and experience.The Future Is Now: AI, Agile, and What Comes NextLee has seen the profession through multiple waves: Earned Value, Agile, and now AI. He’s not mincing words:“You don’t need to worry about AI taking your job. You need to worry about someone who knows AI taking your job.”He sees AI as a major inflection point, more profound than Agile. But he’s quick to point out: Project Management isn’t going anywhere. If anything, it’s becoming more valuable.What matters is adaptability. Not tools or trends. The ability to stay current, stay curious, and stay connected.Generational WisdomLee also reflected on how the profession has shifted across generations. “Project management is a team sport. But we’re seeing more people who want to work alone, avoid feedback, and skip the messy human part. That won’t work.”For Lee, resilience and connection aren’t soft skills, they’re survival skills.Why He Still Shows UpLee doesn’t volunteer for the title. He does it for the impact the profession delivers. One student told him:“You changed my life.”He’s proud of what project management has become. But he’s even more excited about what it can still be.“Project management is a great opportunity. But it only matters if you make something of it.”🎧 Watch the Full Episode🎙️ Project Management Matters | Episode 10Guest: Lee Lambert, PMP, One of the Founders of the PMPReflect and ShareWhat part of Lee’s story resonates with you?Did your path into PM feel intentional or accidental?What do you wish today’s new PMs understood about the craft?Hit reply or share your thoughts in the comments.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

What PMI’s Chief Community Officer taught me about reinvention, relevance, and what makes project professionals show up 🎙️ This week’s episode is personal.Not just because Brantlee Underhill and I go way back.But because her story mirrors what’s made this profession thrive, and what’s going to keep it alive in the years ahead.Brantlee didn’t plan a career in project management.She didn’t set out to become a Chief Community Officer.And she definitely didn’t expect to work at the same organization for over two decades.But here’s what happened:* She found a purpose.* She found a community.* She kept showing up.From a Job Ad to a CallingBrantlee joined PMI in 1998 after answering a newspaper ad. The office was cramped, the team was scrappy, and the PMBOK was a lot thinner. But what she stepped into wasn’t just a role, it was a reinvention machine.As the world changed, so did PMI. She stayed at the center of it, working across continents, bridging generations, and helping 17,000+ volunteers find their own way to lead.What She’s Seen and What It MeansIn the episode, Brantlee shares some sharp truths and subtle lessons:* Remote work didn’t start with the pandemic. It reshaped who PMI could hire, and how they build teams across time zones.* Volunteers are more than helpers. They’re product contributors, thought leaders, and the soul of the profession.* Community isn’t a nice-to-have. It’s a strategy that drives engagement, trust, and sustained relevance.My Favorite MomentToward the end, I asked Brantlee what one word she hopes people associate with PMI five years from now.Her answer?“Transformative.”Not just because the world is changing. But because PMI helps people transform themselves.Reflection:Have you ever taken a role, or volunteered for something, that ended up changing your career?Drop your story in the comments. Let’s compare notes.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

What do Eagle Scouts, expat childhoods, and global boardrooms have in common?In this episode of Project Management Matters, I sat down with Mark Engelhardt, host of the PM Cowboy Podcast and longtime project management advocate, to explore the surprising threads that shape great leaders and what it really means to lead projects across borders, disciplines, and decades.Here’s a taste of what we covered:* Why Mark believes project management is the secret discipline that connects vision to impact* How growing up across 11 countries shaped his leadership instincts* What he learned about decision-making and facilitation from his father (a corporate exec who didn’t wait for MBAs to teach him)* Why he started PMI Austria and what volunteerism taught him about influence* The difference between knowing the PMBOK and living it on the groundMark doesn’t sugarcoat. He’s sharp, global, deeply grounded in the profession. He is not afraid to call out both the hype and the heroes.💡 One of my favorite moments?Mark’s take on the true job of a PM or consultant:“Your job isn’t to impress. It’s to ask the dumb questions no one else dares to. That’s where real clarity starts.”🎙️ Watch the full episode here🗨️ Your Turn: What “dumb” question unlocked clarity on your last project? Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

Trevor Nelson’s professional journey happened backwards. Starting off in the workforce right out of high school in the construction industry, then shifting into non-profit and healthcare. Somewhere along the way going back to get his Bachelors, Masters, and PhD degrees, not for the purpose of career advancement or improved compensation, but personal improvement and learning. He built bridges, led healthcare reform, and launched humanitarian standards. His Project Management career is not a ladder, it’s a mosaic. His PhD study has focused on leadership within the PMO context. In this episode of Project Management Matters, we dig into what it really takes to lead a PMO, why most people misunderstand the role, and what we get wrong about “transferable” project skills.One line that hit me hard:“I walk into the room and tell them, I have no idea what you’re talking about.”That’s not weakness. That’s leadership. The kind that earns trust fast because it’s real.Here are a few things that stuck with me: PMOs EvolveTrevor breaks down the false belief that PMOs have a short lifespan. Sometimes they do, but often they change. By design, every 2–3 years, a PMO either evolves to stay relevant or gets left behind. That’s not dysfunction, that’s survival.Cross-industry project management isn’t automaticCan you manage projects across industries? Maybe. But Trevor makes it clear that it only works if you’re willing to shut up, listen, and learn fast. The skill isn’t transferring knowledge, it’s translating context.Some PM research is staleWe’re still quoting PMO studies from 2007 like they’re gospel. Trevor’s PhD journey uncovered just how little fresh data exists. Most of what we believe about PMOs is 15+ years out of date. That’s a problem.Good PMs don’t need to be the smartest, they need to be the calmestTrevor’s seen the chaos and his advice is that you can’t lead a project if you’re the one panicking. Your job is to bring order, ask smart questions, and know when to shut up and listen. That’s how you earn your spot.Not all accidental PMs are created equalTrevor didn’t reject the idea that people fall into project management by chance. He lived that experience. But he drew a sharp line: falling into the role doesn’t make you a professional.“Most people just start doing the work and figure it out on the fly. That’s not the same as building the mindset.”Being organized or liking checklists doesn’t qualify you. Project management isn’t about control, it’s about navigating chaos, learning fast, and helping others get unstuck.If you stay in the field, do the work to earn it. Learn how to lead, how to listen, and how to adapt. Project Management is a profession and like any profession, it demands intention.Defining PMO SuccessTrevor’s not here to make project management sound easy. He’s here to remind us that the work is hard, the learning never stops, and the best PMOs don’t chase relevance, they define it.That’s what leadership looks like in this profession.Thanks for reading Project Management Matters! This post is public so feel free to share it.About TrevorTrevor Nelson is a seasoned project executive whose career spans construction, healthcare, humanitarian aid, and large-scale transformation. He’s delivered over 500 projects, led teams of up to 150, and built everything from bridges to public health programs. He’s also developed standards for humanitarian project delivery and recently earned a PhD focused on how leadership styles impact PMO maturity.His guiding principle:Leave it better than I found it. Treat every role like it’s my name and reputation at stake.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

When I sat down with Elizabeth Harrin, I wasn’t just talking to a longtime project manager. I was reconnecting with one of the original voices of the profession’s online presence, someone who’s been shaping how we think, write, and talk about project management for over two decades. In this episode of Project Management Matters, we reflect on how storytelling has evolved in our field, and why it still matters. We talk about the role of PMI in our careers, the accidental moments that shape our paths, and how the choices we make about where we work can shape how we lead.One line in particular stopped me in my tracks:“At the end of the day, as an organization, we exist to make people's lives better.”It wasn’t said for applause. It was shared in a story about switching industries from financial services to healthcare and realizing the power of alignment. Sometimes the best job is the one that connects with our values.Here are a few moments that stood out:Storytelling evolves, but never disappears.Elizabeth was one of the first PM bloggers. Back then, stories were personal: lessons from the field, conference recaps, even smoothie recipes for busy mornings. Today’s audiences want fast answers and bullet points but the human voice still matters. “Hopefully,” she says, “we’ll swing back to more personal stories. That’s how we build trust.”Intentional careers are still the exception.Many PMs arrive by accident. Elizabeth found her path during a grad rotation and never looked back. But she points out that project titles are fluid, roles are contextual, and impact comes from adaptability, not just certifications. “Your job is to step in and do what the project needs.”Support networks change everything.From juggling part-time work while raising children to managing complex programs, Elizabeth reminds us that no one leads in isolation. “Ignore the 5 a.m. productivity gurus,” she says. “Their support systems are invisible. Build your own, and give yourself permission to live in seasons.”Volunteerism builds careers.Elizabeth’s earliest publishing was on Gantthead (now projectmanagement.com), long before it was owned by PMI. That led to community, conferences, and eventually contributing to the very profession she was documenting. “A chance conversation with Dave Garrett became a 15-year professional relationship,” she reflects. “That’s the power of showing up.”Elizabeth’s journey is a reminder that behind every project is a person choosing how to show up and make a real difference. That’s why project management still matters.Thanks for reading Project Management Matters! This post is public so feel free to share it.About ElizabethElizabeth Harrin is an award-winning author, speaker, and project delivery expert. She’s spent over two decades leading projects and helping teams navigate complexity with confidence.She is a Fellow of the Association for Project Management (APM), a senior project manager, and the founder of RebelsGuideToPM.com. Her experience spans financial services and healthcare, including international roles in Paris, where she built a reputation for making project delivery practical, human, and high-impact.Elizabeth is the author of seven project management books, including Managing Multiple Projects, and leads the Project Management Rebels mentoring community. Known for her down-to-earth advice and real-world insight, she’s a regular contributor to global publications and stages. She holds degrees from the University of York and Roehampton University and lives in Sussex with her family.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

Lessons on Strategy, Community, and Clarity with Kellie SwartWhen we first connected over a virtual coffee, I knew Kellie Swart had a unique perspective worth sharing. What began as a casual conversation about career paths quickly evolved into one of the most insightful episodes we've recorded so far.In this episode of Project Management Matters, Kellie walks us through her journey from discovering project management almost by accident to becoming a global advocate for the profession. Along the way, we talk about what the field has given her: a language to lead, a platform to grow, and a mindset to navigate complexity. Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work.Here are a few moments that stood out:* Project management as a shared language. Kellie moved across continents and cultures, often before mastering the local language. But project management gave her a way to connect, contribute, and lead no matter where she was.* Why virtual coffees matter. In a world obsessed with conversion and calls to action, Kellie has embraced old-school networking. Her simple invitation “let’s talk” has led to some of the most meaningful connections of her career.* Redefining the profession. Project management isn’t just a toolkit, it’s a strategic function. Kellie reminds us that the role now blends change leadership, strategic alignment, and even sustainability. It’s about delivering value, not just closing a project.* PMI as a global home. As a board member in the Netherlands chapter and part of a global next-gen committee, Kellie has seen firsthand how the PMI community can shape careers. “It’s rare,” she says, “to walk into a room of leaders and start hugging people you’ve never technically met.”* Advice for new professionals. Don’t rush to be the expert. Instead, listen well, ask better questions, and stay curious. Your impact isn’t measured by how much you know, it’s in how well you connect the dots for others.Kellie’s story is a reminder that behind every methodology and metric is a human being trying to move something forward with purpose. That’s why project management still matters.About KellieKellie is a strategy facilitator and perspective partner to leaders navigating change. After more than a decade of leading complex projects across industries and continents, she noticed a pattern: Behind every strategic challenge is a person carrying the weight of whether their decisions will deliver the value that truly matters. Today, her work lives at the intersection of strategy, leadership, and decision-making, helping leaders cut through complexity and move forward with clarity. Kellie’s vision is simple yet bold: a world where people think with intention, act with confidence, and build with purpose, even when the path forward is unclear.Thanks for reading Project Management Matters! This post is public so feel free to share it. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

In this episode of Project Management Matters, I sat down with Dave Prior, a former musician turned project management educator, mentor, and agile evangelist.We talk about:* His accidental entry into the profession (it started with a Nickelodeon chat room)* Why Microsoft Project was a life-changing discovery* How volunteering with PMI opened doors across the globe* The rough road from waterfall to agile, and why he stuck with it* Why learning to say “I don’t know” might be the most powerful leadership move of allDave brings stories, honesty, and sharp insight for anyone navigating change, leadership, or the evolving world of PM.One of my favorite takeaways?“You’re not in control. You just react, hopefully faster than others.”Hit play on the episode and if you enjoy it, forward it to someone who needs to hear it.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work.About Dave:Dave has been leading technology projects and helping people find better ways to manage their work for over 25 years. He has deep experience in traditional project management and working with Agile frameworks. He believes that project management is headed towards a future where those invested in the practice as a professional craft will be skilled and experienced in both traditional and agile methods.Dave has been podcasting about Agile and Project Management since 2008, both on his own and for other organizations, and events. His drunkenpm Radio podcast and blog, The Reluctant Agilist, has been a mainstay on the ProjectManagement.com website since it was first launched. His podcasts have been listened to over 1,000,000 times.Dave is the Chief Experience Officer for The Agile Network. He also provides coaching in project management and agile, teaches Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO), and Advanced Certified Scrum Product Owner (A-CSPO) classes, and leads classes and workshops in Personal Kanban and Sun Tzu's The Art of War. He is the co-author of the book “No One is Coming to Save You: The Power-Ups to Help You Surf the Chaos”. Thanks for reading Project Management Matters! This post is public so feel free to share it. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

What do PMI leadership, nonprofit transformation, and sailing with real sharks have in common? Deanna Landers.In this episode of Project Management Matters, I sit down with Deanna, former PMI Chair, founder of Project Managers Without Borders, and someone who has literally applied project management at sea. She was able to purpose and structure to transform both careers and communities.We talk about:* The misunderstood power of project management in business and society* Why “project manager” is more than a title, it’s a mindset* How volunteering shaped her leadership journey (and changed others’ lives)* What it really takes to bring ideas like PMWB to life* Her family’s ambitious “sailboat sabbatical” and the risks they navigated, pirates and allIt’s a candid, funny, and inspiring conversation with one of the profession’s boldest voices. Whether you’re leading a PMO, mentoring new talent, or just wondering how to turn passion into action, this one’s worth a watch/listen.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

In this episode, Bruno Freitas joins me to talk about how he stumbled into project management and why he stayed.We cover:* His crash-course first project (after the PM died suddenly)* The hard lessons learned from a failing tech rollout* How he rebuilt a PMO’s reputation from "paper pushers" to strategic partners* What new PMs get wrong on their résumés* And why value should be every PMO’s true focusThis one’s full of real talk, war stories, and sharp insights from someone who’s led PMOs under pressure. Powered by RapidStartPMO.Thanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe

🎙️ Guest: Dr. Al Zeitoun🧭 Theme: Project management legacy, leadership, and the road ahead“We’re just warming up, baby.” That’s how Dr. Al Zeitoun describes his decades-long journey in project management, and honestly, it captures the spirit of this entire episode. In this inaugural episode of Project Management Matters, I sit down with someone who’s been a pioneer, mentor, and inspiration in the project management world. Dr. Al Zeitoun and I reflect on:* The early days of PM as a discipline* Why passion for this profession still matters* What the next generation of leaders needs to embrace* Where Artificial Intelligence, human connection, and transformation intersect* Advice for those just entering the field todayAlong the way, we swap stories from PMI symposiums, leadership lessons from unexpected places (like building guards and notepads), and explore why project management still sits at the center of transformation.Whether you’re a PMO veteran or just getting started, you’ll walk away with something to reflect on, and maybe a reminder that learning never stops. Rapid Fire with Al* One word to describe his career? Learner* Favorite tool? A notepad and pen* Most impactful leadership moment? Meeting Dr. Harold Kerzner in Indianapolis* Advice to his younger self? “Plan less. Experiment more.” Why Project Management Still MattersAl closes with a powerful reminder: “As long as transformation is a constant, project management is essential.”* Watch the full episode above* Subscribe to stay updated on future episodesThanks for reading Project Management Matters! Subscribe for free to receive new posts and support my work. Get full access to Project Management Matters at philipdiab.substack.com/subscribe