[0:26] What’s unique about the industry you find yourself in today?

IT and technology maturity has influenced corporate and daily life. People in other industries aren’t often pushed into change every few years, making us different and adaptable.

[02:09] Have you run into any security issues at all?

I have been pushing security for almost 20 years, and I’ve never been hit with anything too hard apart from finding a virus/trojan. I was in finance at that time, so there were layers and layers of security.

[05:28] Where did your IT career start?

The mid-90s was when I went from computer consumer to learning to figure out how they worked. I went to college, then went on to open my own company. I realized it was a hobby I could make a career out of, so I got a degree in computer science, and from there, it started to flourish. I wanted the physical and theoretical side of things. I sold off my business and joined the corporate workforce. I’ve always wanted to expose myself to as much as I can.

[09:35] What kind of experiences have you had with managers over your career?

The first three leaders I worked under were a combination of possessive of their tasks, and allowing you to take some. It’s best not to go into a new position full throttle; it’s their show you are hired to help them. Once you are established, you can have conversations about how to improve things.

[12:30] How do you demonstrate project value to the leadership?

There’s an opportunity in smaller companies to have greater visibility throughout the company, but not so much in a larger company. You have to be willing to allow your work to be shown by someone else with the hope that they can demonstrate your value to leaders. It’s also important to let your leaders know that you are thankful for opportunities for growth. Give yourself the opportunity to think about what you want to say, how it’s not about getting promoted, etc; it’s just an opportunity to show gratitude.

[16:55] What have you learned about project management in your career?

I don’t like walking into something I’m excited about and “failing.” You have to look at failures and try to understand why they occurred. Look at past projects and the results. I realized it needed to be formalized. You need to look at what could happen before it happens, and understand what happens before and after the project. Are you helping and including those who have it before and after you let the project go? Do you have all the information?

[24:00] When you have found people not willing to take ownership of their part what do you do?

It all depends on personality. You need to present the information in a way that isn’t threatening. Everyone is different in what they’d like to hear. You also need to gauge how others feel about the project and understand the cultural change of new tech. You have to learn to work in the negative because not every project will work.

[28:15] Can you tell us about project documentation?

One of the easiest ways to ensure future success is having an internal RFP process. Formalize everything in writing and share it with your peers to check nothing is missed.

[35:00] Can you give us a quick overview of regression testing?

It’s when you test what you have against variables in order to define parameters. Understand there will be a point of break on anything you install, and you need to know that point. You need to be the devil’s advocate. You can always be aware, but to be aware and foolish is not what you want. Where do you draw the line on pushing the limits? Make questions visible to the team.

[51:35] How do you measure successes and failures etc. and what have you learned?

IT is a facilitator. Metrics aren’t designed for people. If there’s an impact, it should show in workers’ attitudes as well as company growth. I also look at if my team grew from it. Did they learn? Did they have everything necessary to complete the tasks?