WHAT IS NOT GOOD FOR THE HIVE, IS ALSO NOT GOOD FOR THE BEE.

Marcus Aurelius

CONSULTING PROJECT MANAGEMENTFor Leadership and Entrepreneurship

• Leadership, Project Management, Motivational speaker locally and Internationally

Project Management & PMP® Trainer

Over 15 years a PMP® and Project Management Trainer, leader in the Project Management Community, Speaker and Mentor

Tim Jerome

PMP® credential – 2003 to current

Cer

tific

atio

ns

IT Director, Marketing Manager, F50 Consultant (Business, Finance, IT Project Management)

PM Instructor, PMP Prep Coach & Mentor to Thousands like you since 2004

Exp

erie

nce

• Cross-industry PM – as consultant, business analyst, financial analyst

• PMI Local Chapter Leader & Advisor since 2007

• Researcher - big problems cross-industry

• Student of you - people who make business successful

Role

Facilitation, Negotiation, Conflict Negotiation & Resolution, Strategic Planning, Operational ImprovementTr

ain

ing

About Me

THE IMPACTS ON THE DEVELOPMENT OF BUSINESS-WHY DO WE WORK THE WAY WE DO?

Emergence of the City Industrialization

Scientific Query & Analysis

The Individual and the Group

WHY DO WE WORK THE WAY WE DO?(PART 2)

Industrialization did its magic, but…

Quality brought us correctness over volume, but…

Human behavior taught us groups/teams, communication, culture, and leadership, but…If we tie these together, we can use the strengths of each to gain a synergy for improvement.

THEODORE LEVITT (“MARKETING MYOPIA1”)

Failure of Business is leadership – broad

aims, policies

Leaders let others take customers away

Problem:

Error of Analysis

Shadow of Obsolescence

Memories are Short

Population Myth

“If your mission is on the moon, don’t use

a car.”

HUMAN BEHAVIOR FINDS A NEED TO FILL.

Understand

Understand your Tools

Find

Find a Problem

Solve

Solve it

Collect

Collect your Reward

Reward is directly proportional to the impact of the problem being solved…

OR, YOU COULD INTERPRET IT THIS WAY…

POLYA – THE “HEURISTIC2”

Understand the Problem

1Devise a Plan

2Carry out the Plan

3Look Back

4

DRUCKER – 5 MOST IMPORTANT QUESTIONS3

What is Our Mission?

Who is Our Customer?

What does the Customer Value?

What are Our Results?

What is Our Plan?

STRUCTURED SYSTEMS ANALYSIS & DESIGN METHODOLOGY (SSADM)

Feasibility

Investigation of Current Environment

Business System Options

Requirements Specifications

Technical Systems Options

Logical Design

Physical Design

STRUCTURED PROGRAMMING

Deliver Deliver Results

Collaborate Collaborate to Select

Design Design Solution Options

Understand Understand Situation

Visualize Visualize Success

Negotiate Negotiate Relationship

Approach Approach Client

GENERAL CONSULTING MODEL (WE’LL REVISIT)5

Partner Partner to Implement

Recommend Recommend Action Plan

Analyze Analyze Gap

Define Define Desired State

Understand Understand Current Status

SKILLS WE NEED TO ACQUIRE

Strategic & Business

Management

Leadership

Technical Capabilities

Personal Ethics

BUSINESS –COMMERCE, EXCHANGE, GROUPING TOGETHER TO PERFORM GREAT THINGS.

Strategic & Business

Management

EXERCISE – MURDER BOARD

Mind-mapping Exercise

Executive’s job is to say ‘no’

Proposer’s job to convince ‘yes’

We’ll use 3 selection criteria: Analysis (is it thorough?)

Logic (is it simple?)

Conviction (is the proposer convinced?)

15 minutes to prepare

You have a facilitator

Be prepared for surprises

"Next time you are afraid to share ideas, remember someone once said in a meeting,

'Let's make a film about a tornado full of sharks."

HOW ADOPTING GOOD LEADERSHIP MAKES THINGS BETTER

Leadership

EXERCISE – LEADERSHIP

The essence of Leadership

Where do I lead?

How do I learn?

WHAT IS OUR STRONGEST TOOL? WHAT DO WE TEND TO DO THE MOST?

Technical Capabilities

EXERCISE – FEYNMAN TECHNIQUE

1. Write the name of the concept on the top of a piece of paper

2. Explain in your own words as if you were teaching to someone else (“ELI5”)

3. Review where you don’t know something/you feel the explanation is shaky

4. Re-write in simpler terms

20 minutes to prepare

Read the 3x5 card on your table

Let’s target 3 iterations of simplification for your assigned topic

You can ALWAYS innovate and choose your own.

HOW DOES WHAT I BELIEVE SHAPE MY WORLD?

DISCOVERING MY ‘WHY’…

Personal Ethics

ETHICS – MORAL PRINCIPLES THAT GOVERN BEHAVIOR.

Instill confidence in our profession (individuals and as a collective)

Individuals shape the perception of the group, and the impact to the group impacts all individuals

Our profession is one of trust, and brings us as leaders into many situations, often grey, that are navigated best through morals and ethics –

Standards of behavior or beliefs concerning what is or is not acceptable.

5 BASIC CONCEPTS5

It’s all about the Relationship.

Roles & Responsibilities are Clearly Defined.

Visualize Success.

You advise, they decide.

Be Oriented Toward Results.

UNDERSTAND CURRENT STATUS

Interviews & Surveys

Audits & Inventories

Develop Trust & Cooperation

Guess which one is more important?

You will never have a template for the Discovery Process.

DEFINE DESIRED STATE

Focuses on the result, not the problem

Focuses on the Scope of Success

Should be Ultimate Solution

ANALYZE GAP

Design AlternativesDesign

Collaborate to Prioritize and Select

Collabo-rate

This must remain the stakeholder’s success

Owner-ship

Creativity can be Learned, and must be collaborative.Innovate

“GOOD” DESIGN

Solves the Problem

Fits Requirements Robust Secure

Maintainable Documented Understood Flexible

Standards-Based Proven

RECOGNIZE ACTION PLAN

Turn Scope into Plan

Turn Vision into Action

Trust leads to Engagement Leads to Commitment

SOLUTION STACK

Business

Process

Application

Data

Infrastructure

PARTNER TO IMPLEMENT

We Consult, They Decide.

The Solution is Complete.

Satisfaction is Tested.

Results are measured against Vision.

Client Acceptance is Documented.

BACKUP

ORGANIZATIONAL PROJECT MANAGEMENT – BASIC STEPS FOR ASSESSING READINESS4

Determine Commitment

Management commitment to critical success factors: sustained leadership, continuous improvement, organizational change management

Determine Feasibility

Share OPM information, assess current state, obtain consensus to vision. Assess current organizational factors. Obtain consensus to feasibility.

Propose OPM Business Case

Propose business case for executive approval

THE “EFFECTIVE EXECUTIVE” (DRUCKER)6

•Asks – “What needs to get done?”

•Asks – “What is right for the Enterprise?”

•Develops Action Plans

•Takes Responsibility for Decisions

•Takes Responsibility for Communicating

•Focuses on Opportunities, not Problems

•Runs Productive Meetings

•Thinks and says “We”, not “I”

Knowledge

KnowledgeTo

Action

Ensures Accountability, Responsibility

DIFFUSION OF INNOVATION7

An (1) innovation (2) is communicated through channels (3) over time (4) among the members of a social system

Early Adopters

• 10%

Later Adopters

• 34%

Early Laggarts

• 34%

BIBLIOGRAPHY

1. “Marketing Myopia” by Theodore Levitt, Harvard Business Review (July-August 1960). Copyright © 1960 by the President and Fellows of Harvard College, all rights reserved.

2. “How to Solve It”, by George Polya. Copyright © 1945, 1973 Princeton University Press.

3. “The Five Most Important Questions You will ever ask your Organization”, Peter Drucker, Copyright © 2008, Leader to Leader Institute.

4. “Organizational Project Management Maturity Model (OPM3), 3rd Edition”, Copyright © Project Management Institute, Inc.

5. “The IT Consultant”, Rick Freedman. Copyright © 2000 by Jossey-Bass/Pfeiffer and Rick Friedman

6. “The Effective Executive”, Drucker, Copyright © 2006 HarperCollins7. “Diffusion of Innovations”, Rogers, Copyright © 2003 Free Press