Sometimes, following processes feels hard (like when leads/execs skip out on meetings). Or uncomfortable (like the deafening silence during the daily standup). Or awkward (like when painfully shy teammates struggle on calls with clients). Some teammates don’t like public speaking. Some teammates don’t appreciate having to announce what they’ve been…

Producers do two things: Project development — taking the germ of an idea and facilitating its evolution into something feasible. Project delivery — planning and execution of the idea. We leverage three core skills when we do it: Strategic ability Entrepreneurial ability Project management Project development is complex. There isn’t…

When it comes to controlling scope creep, your biggest concern should be the people furthest away from the project: dept heads and directors, company leaders. Even consultants and board members. These behind-the-scenes stakeholders have more power and influence to derail your project than the team and even your client POC…

When you’re talking about scope, there’s a massive difference between goals (the outcomes we want), capabilities (how we arrive at the outcomes) and features (what we build to implement the capabilities). One of the biggest drivers of scope creep I have seen happens when teams frame discussions about scope with…

Is to start writing. It was only through writing that I realised how much more there is to this role than project management; that there are, in fact, three distinct aspects to the work of a producer: Entrepreneurship (taking on risks in the hope of profit) Project management (planning and…

The skill I draw on most in my day-to-day work as a producer is framework thinking. Creative production is messy. Ideas thrive on disorder. The nature of our work means we don’t often see or feel discernible next steps, and we certainly don’t have all the answers. Frameworks provide processes…

I’ve noticed a trend in recent conversations with production company leaders. Teams are getting caught out when the “project” becomes a product, and unscoped, long-term requirements emerge late in delivery. Peers have asked, how would I prevent this? Would I implement a hybrid production approach to manage it better? The…

Delivering on time and budget <> Producing work that works Sticking to the plan <> Finding the right plan Being able to lead a team <> Creating conditions for talent to thrive Never getting it wrong <> Not letting my fear of doing it wrong get in the way of…

It’s easy to think of all project change as bad, but doing the same old thing is how you end up with the same old thing. It’s why one of a producers’ core skills is knowing when to take risks — because innovation requires a departure from the status quo…