"How to Land Your Next PM Job in 40 Days" - Anthony Ally

Posted by amc on 07/20/2018 3:26 pm  /   Spotlights

“How to land your next PM job in 40 days!”

Anthony Ally has interviewed CXOs and managers at all levels to hire into Fortune 5 and smaller companies. He learned what it takes to hire & promote ideal clients from the best organizations in the world. He has already helped several of our members land higher roles and get promoted in 40 days. 

As an executive coach, management consultant, and award-winning Professional Speaker, Anthony is passionate about getting executives the more ideal hires! He is also at times willing to train candidates to approach the market from a CXO perspective to reduce time to hire more ideal candidates from those just 'applying for a job'. 

To be clear, Anthony is not a 'career coach'. He wants PMs who are ready to add high value to CXOs because his client companies are wanting to get more done with less time spent in traditional hiring processes! He shows us why to land our ideal role faster, we must apply the burn my resume 1st strategy! He wants you to partner with HR and to train the interviewer how to get more value in limited interview time, so all professionals gain more results faster than before! 

There is also a skill set training on the preparation approach before a job interview to convey career confidence.

July 2018: Toastmaster's Tips & Discussions

Posted by amc on 07/02/2018 10:57 am  /   Toastmasters


Quote: "Those who tell the stories rule the world” – Native American Proverb


-  Toastmaster International's "90 Tips From 90 Years"

28. Repeat the audience’s questions.

If an audience member asks a question, repeat it back so everyone can hear it

and knows what you are speaking to.

Mastering Body Language (5 Techniques to enhance your stage presence)

“The idea behind executive-presence training is that,

if we develop the mannerisms of a leader, we’ll be perceived as such.”

  1. Leadership Gaze: When speaking to a group, focus on one person at a time for the length of a thought.
  2. Resolute Stance: Plant your feet shoulder-width apart when you’re speaking. Avoid shifting from side to side. Avoid pacing or speaking while walking.  Your power comes from keeping a good posture while speaking directly to the audience.
  3. Empathic Gestures: Use gestures for emphasis. Bring both hands up simultaneously with open palms facing each other (as if you are holding a large ball (this style is sometimes referred to as the “magic ball” style.
  4. Vocal Vigor: Be loud enough that people in the last row can hear you. To project your voice to the last row, you have to breathe and speak from the diaphragm.
  5. Focused Feedback: Because impression management is central to the professional presence, feedback is critical.


Our Success in Life is Closely Tied to our Training

  • We are born knowing little.
  • To succeed we must learn with intent.
  • When you are able to teach a skill to someone else, that is when you have mastered the skill.


Leading a Team?  Preparing a Presentation?  Think Different? Think Contribution!

  • When preparing a presentation, the more you intend to contribute, the more memorable and successful you will be.
  • Intention to contribute will inexorably inspire more focus and effort on improved content, delivery, setting, etc.



-“Mastering Body Language” Excerpted from Toastmaster magazine, June 2018 by Jesse Scinto

-“Our Success is Closely Tied to Our Training” Excerpted from Toastmaster magazine, June 2018, authored by Toastmasters Intl President, BALRAJ ARUNASALAM

-“Think Contribution” Excerpted from a blog by Rashid Kapadia, “http://necessarybridges.com/2015/10/leading-a-team-preparing-a-presentation-think-different-think-contribution”


You can learn more about telling your stories at a Project Management Toastmasters Club! 

Project Management Toastmasters clubs are open to all, but members are predominately professional project managers. Houston Area Project Management Toastmasters Clubs are sponsored by PMI Houston and aligned with the goals of PMI International.   Certified PMPs receive Professional Development Units (PDUs) for participation.   

Standing Up to Scope Creep

Posted by amc on 07/02/2018 10:54 am  /   Professional Interest

By: Tom Goebel, PMI Houston Director of Communications

I once worked for a company that couldn’t say no. The minute the customer demanded concessions or extra services (no change in price, mind you!) so fearful was our organization about the loss of business or revenue that we would inevitably cave. This tendency was ultimately made worse during market downturns when we desperately trying to cling to market share.

Here’s the thing, though. That behavior is a losing proposition. It also has a way of becoming habitual. Scope creep creates several lasting effects, none of which are very desirable:

  • a breakdown in staff morale – nothing defeats a team so much as wondering whether they’re going to be loaded down with even more work tomorrow;
  • loss of client respect and attendant abuse of goodwill – requests become expectations, and expectations demands when the provider gives in too easily;
  • loss of customer confidence in contracted company’s knowledge and sense of direction; 4) loss of negotiating power – a subset of reason #2, the customer starts to believe that there is no substance behind the contractor’s negotiating position.

Let’s examine some of the reasons for scope creep. You already know the causes if not the ultimate symptom. The most obvious is the weak Project Manager. This is the guy who can’t say no. When you don’t say no, your Project Management train’s next stop is overpromising, the results of which are entirely predictable. Soon, there is no possible way to deliver internal and external commitments, and confidence in the PMO is frittered away. In some cases, this weakness is not owned by the PM, but the sponsor or executive team.

An improperly defined scope can also lead to mission creep. Unclear or vague requirements lead to accidental and even intentional misapplication. Good planning in the definition stage leads to clear understanding by all parties during execution.

Another contributor to scope creep is the lack of a good change control process. Unsurprisingly, the mere act of securing approval for a large change serves to prioritize that change, even to the point of elimination, if needed. The change control process greatly facilitates communication by ensuring the involvement of critical stakeholders.

When managing a project, it is important to pay attention in the early planning stages to accurate scope definition that aligns what the customer wants with what he’s going to get. Do this by interacting with the customer to make sure he has a clear picture of what the deliverables will be. Just as importantly, your team needs to have a clear idea of deliverables. Once armed with these agreements, the notion of any pushovers on the team should evaporate. Confusion and obfuscation have been removed from the equation.

Finally, see to your change control process. Ensure that you have included the channels and stakeholders needed to effectively expedite approvals.

There are undoubtedly more contributors to scope creep. I’ve just listed the main culprits. Working to address these should help you to run a smoother and more productive project.