Harnessing the power of Project Management
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Transcript of Harnessing the power of Project Management
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www.truesolutions.com
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GETTING
GIVING
THE MOST
FROM YOUR PEOPLETHE MOST TO
YOUR CUSTOMERS
HARNESSING THE POWER OF
MANAGEMENTPROJECT
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PMO View From Cruising Altitude
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Harnessing the Power of Project Management
Learn how your organization
can move from:
♦
Flat to extraordinary
♦
Cost center to profit center
♦
Over‐staffed to lean
♦
Over‐budget to cost effective
♦
Sales slump to sales goals
Harnessing the Power of Project Management
© 2011 Wes Balakian, PMP
CEO True Solutions Inc.
♦
Improve business results
♦
Maximize profitability in any economy
♦
Increase productivity without capital
investment
♦
Expand human capital effectiveness
♦
Excel at customer satisfaction
♦
Deploy effective, results‐driven
business processes
How you or your company will benefit
from this:
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Working in a Change‐Centric World
♦
Corporate globalization♦
Multinational products
♦
Cultural differences and needs
♦
Maturing of project management as a function and
a profession
♦
Productivity and efficiency demands♦
“Do more with less”
♦
Mergers and acquisitions
♦
Flatter, leaner organizational structure
♦
Team environment
“I need it yesterday”
mentality – the new REALITY!
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Business partner
Consultants
• What holds them together?
• What makes them work?
• Who knows how to manage them?
Projects are how Organizations Manage Change
Sales
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Harnessing the Power of Project Management
♦
Part 1: Getting the Most from Project Management
♦
Part 2: Getting the Most from Your People
♦
Part 3: Giving the Most to Your Customers
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Harnessing the Power of Project Management
♦
Part 1: Getting the most from Project Management
♦
Discovering a good thing in a bad economy
♦
How to solve the four biggest problems plaguing CEO’s
♦
Modern project management
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Getting the Most from Project Management
Project Management is A Good Thing in a Bad Economy
♦
In an economic crisis, project management can fulfill its primary
purpose: To put a viable, consistent system in place.
♦
Using proven methodologies allows you to predict project
schedules, costs and requirements – this is vital when no
organization can accommodate budget overruns or product
delays.
♦
Competition in this economic climate requires optimum
performance and measurable results. Project management can
provide those things to allow success even in difficult times.
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Getting the Most from Project Management
Solve the Four Biggest Problems Plaguing CEO’s
1.
Failing to deliver on time
2.
Not enough sales
3.
Failing to hire & retain talent
4.
Failing at managing change
Successful CEO’s realize
that regardless of the
economy at a given time,
Project Management is
indispensable.
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Getting the Most from Project Management
Modern Project Management
♦
Predictable results
♦
Repeatable delivery times, and budgets
♦
Scalable delivery models
♦
Consistency in project deliverables
♦
Business acumen
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VALUEPROJECT
MANAGEMENT TRAINING
SKILLS TRAINING
LEADERSHIP TRAINING
Value Delivers Results
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Value Delivers Results
DELIVERSREPEATABLE
BUSINESS PROCESSES
COMMUNITY TRANSFORMATION
BUSINESS PROCESS OPTIMIZATION
Value Delivers Results
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Value Delivers Results
RESULTS
CORPORATE STRATEGY
CORPORATE GOALS
STRATEGIC ALIGNMENT
Value Delivers Results
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VALUE
Value Delivers Results
DELIVERSPROJECT
MANAGEMENT TRAINING
SKILLS TRAINING
LEADERSHIP TRAINING
REPEATABLE BUSINESS PROCESS
COMMUNITY TRANSFORMATION
BUSINESS PROCESS OPTIMIZATION
RESULTS
CORPORATE STRATEGY
CORPORATE GOALS
STRATEGIC ALIGNMENT
EQUALS
SUSTAINABLE SCALABLE
REPEATABLE PREDICTABLE
INSTITUTIONALIZATION CULTURE CHANGE
BUSINESS SUCCESS
Value Delivers Results
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Getting the Most from Project Management
How do you determine where you or your organization is regarding:
1. Capabilities
2. Skills
3. Maturity
4. Experience
5. Knowledge
6. Application
7. Comparison with your competition
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Training Needs Assessment
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Project Characteristics Most Important Second most
importantThird most important Fourth most
importantFifth most important
1. Very large
project (large
scope)
Leadership Relevant prior
experience
Planning People
Skills
Verbal
Communication
Strong at
building teams
2. A project with
high uncertainty
Risk
Management
Expectation
Management
Leadership People
Skills
Planning
3. A very novel
project;
considerable
innovation
required
Leadership People Skills Has vision,
purpose, goals
Self
Confidence
Expectation
ManagementListening
Project Management Skill and Competencies in the context
of a Project Characteristic
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Harnessing the Power of Project Management
♦
Part 2: Getting the most from your people
♦
The CERT‐ified
Art of Communication
♦
The Path to Heaven is Paved with Good Retention
♦
The Stuff Dream Teams are Made of
♦
Handling Human Capital and Re‐Sourcing Your Success
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C.E.R.T. Intelligence:
Many, if not all, projects are global.
Why is it so important
to have CERT‐Intelligence?
Collaboration
Management
EmotionalEmotional
TacticalTacticalRelationshipRelationship
CulturalCultural
Success
Opportunity
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C.E.R.T. Intelligence: Cultural
EmotionalEmotional
TacticalTacticalRelationshipRelationship
CulturalCultural
Collaboration
Management
ProjectsProjects
Success
Opportunity
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Barriers to Cultural Intelligence
10.
9.
8.
7.
6.
Language differences
Time zone disparities
Lack of training on managing effective virtual teams
How technology can help OR hurt
Misunderstood personalities / emotions / social and business norms
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Barriers to Cultural Intelligence
5.
4.
Team members who are unsure of specific expectations
Lack of awareness of cultural differences
–
ignorance is NOT bliss in the customer’s eyes!
Vague or inconsistent understanding of project goals / charter
Teams without cohesion / focus
3.
2.
1. COMMUNICATIONS!
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Getting the Most From Your People
CulturalCultural
RelationshipRelationship TacticalTactical
EmotionalEmotional
The CERT‐ified
Art of Communication
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Idea Encoding
IdeaEncoding
Decoding Meaning
DecodingMeaning
Sender Receiver
Sources of Perceptual Differences
CommunicationsCommunications
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CommunicationsCommunications
Idea Encoding
IdeaEncoding
Decoding Meaning
DecodingMeaning
Sender Receiver
Distraction/Perceptual Differences
Message(initiated)
Message(feedback)
Distraction/Perceptual Differences
Shared Experiences
Field of Experience Field of Experience
Sources of Perceptual DifferencesValues
PersonalitiesWords
Judgments
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Emotional Intelligence: Leadership
♦
Maintain a clear vision that encourages people to align with
you
♦
Create an environment where people want to be responsible
♦
Clearly describe what is necessary for “quality”
performance
♦
Transfer responsibility to the people who do the work
♦
Set an example and challenge people to continually learn
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Relationship Intelligence: Interaction!
Relationship Intelligence empowers professionals to uncover, extend and leverage
their relationships –
commonly called “networks”.
Relationships include:
♦
You and management
♦
You and your team
♦
You and other managers, suppliers
and stakeholders
♦
You and your friends, family and
acquaintances
RI is a corporation‐wide asset that
reveals complex connections between:
♦ People and companies
♦ Experience and expertise
RI transforms who and what we know,
into new revenue opportunities!
An organization’s most valuable assets are the relationships
it nurtures with clients
and contacts.
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C.E.R.T. Intelligence: Tactical
EmotionalEmotional
TacticalTacticalRelationshipRelationship
CulturalCultural
Collaboration
Management
ProjectsProjects
Success
Opportunity
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C.E.R.T. Intelligence: Tactical
Tactical Intelligence is the Art and Science of determining
what the opposition is doing, or might
do, to prevent the
accomplishment of your mission/objective.
♦
How things “get done”
–
or don’t!
♦
The process behind meeting the objectives of a project
♦
The actual work required to go from “as is,”
to “to be”
‐
in
other words, from “idea”
to “invoice”
♦
Knowing what
your team needs, why
they need it, and when
they need it, to keep the project moving.
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CERT‐Intelligence: Now you have it!
If you don’t cultivate an astute sense of awareness and
appreciation for other cultures and their attitudes, behaviors,
and beliefs, you could end up jeopardizing your chance for cross
cultural success – a dangerously high risk in a global world.
Without a clear vision and a strong sense of emotional
leadership – which comes from having a well‐honed emotional
intelligence – your team isn’t going to follow you.
Your organization’s most valuable assets are the relationships
you nurture and maintain with your clients and contacts. That’s
the reason knowing how to handle these all‐important
relationships is key to your success.
Tactical intelligence is pretty basic: “You know what you need
to get done; now do it.”
You put your vision to action and make
sure your people are doing what they’re supposed to do.
The Importance of:
Cultural Intelligence
Tactical Intelligence
Relationship Intelligence
Emotional Intelligence
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Getting the Most from Your People
The Path to Heaven is Paved with Good Retention
♦
Hire the best♦
Have multiple people involved in hiring decisions
♦
Define roles and responsibilities
♦
Provide a vision of current and future opportunities
♦
Retain proven talent♦
Clear role delineation
♦
Map out a clear career path
♦
Motivate your assets
♦
Invest in their success
♦
Create environments where they can thrive
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Getting the Most from Your People
Handling Human Capital and Re‐Sourcing your Success
♦
Resource Optimization
The purpose of planning is
to understand what your
resources are, how you can
best use those resources,
and when you ought to do
it.
♦
Resource Automation
♦
Have a system to track your
resources optimization
♦
Invent an inventory of skill sets
♦
Responsibilities matrix
♦
Measure and control these
assets
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Harnessing the Power of Project Management
♦
Part 3: Giving the most to your Customers
♦
Back to Basics: Increasing Sales
♦
The Secret of Becoming Slim & Trim: Shortening Delivery Times
♦
At Face Value: Improving Customer Satisfaction
♦
An Involved Customer is a Happy Customer
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Giving the Most to Your Customers
Back to Basics: Increasing Sales
♦
People buy what they are confident of
♦
People buy from whom they trust
♦
People buy based on successful relationships
♦
People buy created value, not added value
♦
People buy a “No Excuses”
approach
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Giving the Most to Your Customers
The Secret to Slim and Trim: Shortening Delivery Times
♦
Eliminate bottlenecks
♦
Simplify complex
processes
♦
Resolve unproductive
supplier relations
♦
Develop valid
performance metrics
Accelerating your
order‐to‐delivery cycle is
primarily a question of turning
a critical eye on your
organizational processes, and
identifying points of waste,
back‐up, and inefficiency.
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Giving the Most to Your Customers
At Face Value: Improving Customer Satisfaction
Manage Satisfaction Shortcomings:
♦
Face‐to‐face interaction
♦
Friendliness and approachability
♦
Responding promptly
Customer Satisfaction 101:
1.Put a clear customer service
policy in place
2.Anticipate customer needs
3.Deliver on your promises
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Giving the Most to Your Customers
An Involved Customer is a Happy Customer
♦
Involve your customers in the process of delivering quality to
them
♦
Remember the value of the worker‐bee
♦
Value objective reviews of your organization’s practices
♦
Remember that you, your customer, other service providers
and their clients are business partners
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Harnessing the Power of Project Management
♦
Project Management works across all industries, across the
globe, and across economic tides.
♦
Project management equips you with all the tools you need,
to steer your company toward phenomenal success.
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Harnessing the Power of Project Management
www.truesolutions.com
1.866.770.0903 or 972.770.0900
or
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Current State
Analyze & Benchmark
OrganizationalImplementation
Plan
Future StateRoles &
Responsibilities
QuadMap®: The Process Framework
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TSI’s QuadMap®: For Continuous Improvement
Define
Analyze
Control
Improve Measure
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C.E.R.T. Intelligence: A Management Tool
Pipeline Bookings
Win/Loss
Marketing Campaigns
CustomerSatisfaction
Cost and Hours: • Billable • Non-BillableMargin
Backlog
At Risk
Billing
Unbilled
Revenue
Write-Offs
ADR
Headcount• Pyramid• Billable vs.
Non-Billable
Training
Utilization
Workforce Planning (Skills)
Hiring
ExternalResource Usage
Attrition
Resource Availability
Reuse Harvest
Best Practices Qualification
Revenue
Practice
People
KnowledgeMoney
Customers
Projects
Progress Status
Risks
Issues
Milestones
% Complete
EarnedValue
QualityReviews
Borrowed Resources
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Discussion text
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