317: Getting the Job Done with Kevin Torf

July 20, 2025·45 min·4 clips

Kevin Torf declares multitasking is the devil, explaining why it sabotages project success.

Host Laura Bernard interviews Kevin Torf, a seasoned information systems executive and author of "Getting the Job Done," about transforming project management to achieve strategic goals. They discuss Torf's "PROJECTS" framework, a structured approach to effective project delivery. The framework's components are Planning, Reflection, Organization, Juggle, Empowerment, Communication, Teamwork, and Standards. Torf explains that planning requires finding the right balance for each specific project, while reflection involves regularly evaluating individual, team, and project performance. He states that organization establishes necessary governance and process structures for productivity. He argues multitasking is detrimental, and "juggle" refers to managing priorities without task-switching. Empowerment focuses on allowing teams to self-direct their work instead of being micromanaged. Communication ensures clarity of vision and fosters collaboration, and teamwork builds cohesive units. Standards create repeatable checklists and procedures to support consistent execution. The conversation shifts to using methodology for strategic outcomes, not just process adherence. Torf emphasizes empowering teams to estimate work and choose methods while establishing clear governance for organizational decisions. On metrics, Torf identifies the three core constraints as cost, time, and scope, recommending a regular cadence, like every two weeks, to evaluate them. Laura Bernard pushes further, stating executives demand metrics showing strategic value and business outcomes, not just project delivery metrics. Torf agrees, outlining a hierarchy from executive vision to mid-level design to project execution, where all team members should understand the business objectives. Bernard shares her view that value is defined by the investor's expected return, which isn't always purely financial. She observes a trend of PMOs shifting from focusing on templates and triple constraints to having a fiduciary responsibility for driving that investor value. Torf notes a trend of breaking down silos, where executives share the vision and then allow PMOs and teams to determine the best way to achieve it. To build high-performing teams, Torf uses a sports analogy, stressing collaboration, clear communication, and empowerment within a defined framework. Bernard connects this back to the PROJECTS framework, highlighting how elements like clear communication, strong governance for decision-making, and defined standards all contribute to team performance. The episode maintains an educational and conversational tone, blending practical frameworks with strategic advice. Project managers, PMO leaders, and transformation professionals seeking actionable methodologies will find this episode valuable. Listeners looking for highly technical, software-specific project management deep dives might find the discussion too broad.

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A practical look at how PMO leaders can prove value by focusing on outcomes, not checkboxes.

This episode keeps its focus on a simple point: PMO and transformation leaders have to turn vision into something teams can actually use. Laura Bernard treats standards and decision-making as useful tools, but not as levers that control everything.

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Need a cleaner way to prove your PMO matters?

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