Jozef Kubik

Multi-million USD capital project in execution phase of the piping part dismantling and installation while normal production process. An interference with adjacent duct system had been disclosed in an area inaccessible during project planning phase. After evaluation of the adjacent system backup I have decided to switch the adjacent system water supply to the backup ducting located out of our area of concern. Since it was a "standard" operational practice manipulation, I had decided to keep available contingency of project schedule and do not ask project sponsor and company management for an unplanned outage. When we had commenced to open the backup duct and simultaneously to close the interfering duct located at buildings roof, an immediate rupture created at the closing valve causing a huge waterfall almost jeopardizing adjacent valuable special refractory technological facilities with potential of explosion upon contact of water with produced liquid steel. Arisen situation tested maturity of our team. I had instructed my deputy to manage not standard water closing activities at the building roof while myself with two supervisors and couple workers hurried up to ground zero level to prevent accumulated water spilling into the valuable special refractory furnaces or to get into contact with liquid steel. Upon arrival under the waterfall I had directed one supervisor to monitor and report situation at the adjacent valuable furnace refractory technology and liquid steel operation. Observing more detail the site I had discovered a very old manhole. I sent the another supervisor to check its potential connection to the adjacent sewage. Upon his confirming of interconnection of this old manhole to the functional sewage I directed the workers to create a little temporary dam-like earthwork confining the further spillage of water and driving the water spillage into the discovered manhole. While our drainage activities at zero ground level, my deputy together with operators and contractors had successfully managed redirecting of whole water discharge comparable with Deadwood Idaho river into the backup duct-line located out of our workplace and stop the unwanted waterfall.

How to solve situation when the team members are often interrupted in their agile project by the operation staff?

My position is SCRUM Master.

Dear all, Most probably you have already met a situation when you knew the real project or program status and you were under pressure to commit yourself that it would be delivered within budget, on time and to the expected quality even though you knew it couldn't without any change.

What is the best practice for newcomers to gain respect from other usually more senior and often older colleagues? Do you have any experience of any of the two perspectives?

New PM is on board. Several companies is going to employ a new PM after they find that their customer project service obligations are weak. In a short time, large PM results are expected after projects are taken over by him/her. It does not matter whether it is one or more different projects at once.

What is the difference between a Coach and a Scrum Coach? Thank you.

According to Ovidius, Pygmallion was a Cypriot sculptor, who fell in love with an ivory woman statue he carved. The goddess Aphrodite appreciated his love and offerings and changed the statue to a real woman. Pygmallion then married her and they had a daughter. So much for the history or mythology, now let's go back to management. The phenomenon called Pygmalion effect says that others' expectations from a person are affecting that person's performance.

I heard that KANBAN is more suitable for the long – term development projects (without time limits for each deliverables), however, it is necessary to finish a project as soon as possible.

Is there any way to deal with mobbing at the workplace or stop corporate psychopaths and sociopaths?

I am looking for a best practice to encourage project stakeholder participation.

Hi guys, I have a question.

As a leader, how do you deal with yourself and your environment and the people around you?

Hi, If you could only recommend 3 tools for portfolio management, which 3 would you select? Thank you.

The point of the SCRUM Sprint Retrospective meeting is to look at both positive and negative aspects of the project. If the meeting is facilitated by the SCRUM master in a way that the team members only discuss “what is not working”, and the meeting is focused on negative issues, it might damage the work atmosphere and have a negative impact on the team.

I have got a question.

Hi, my agile project team members are seated at various locations.

Unprepared meeting agenda and meeting time plan, non-compliance with the project schedule and meeting agenda.

Lack of resistance to unrealistic demands

Hey guys, one more question how often should I communicate with my Project Board?