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, PfMPGuest 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, PMPGuest 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