1. www.truesolutions.com

2. HARNESSING THE POWER OF
PROJECT
MANAGEMENT
GETTING THE MOST
FROM YOUR PEOPLE
GIVING THE MOST TO
YOUR CUSTOMERS

3. PMO View From Cruising Altitude

4. Harnessing the Power of Project Management
Learn how your organization How you or your company will benefit
can move from: from this:
♦ Flat to extraordinary ♦ Improve business results
♦ Cost center to profit center ♦ Maximize profitability in any economy
♦ Over‐staffed to lean ♦ Increase productivity without capital
investment
♦ Over‐budget to cost effective
♦ Expand human capital effectiveness
♦ Sales slump to sales goals
♦ Excel at customer satisfaction
Harnessing the Power of Project Management ♦ Deploy effective, results‐driven
© 2011 Wes Balakian, PMP
CEO True Solutions Inc.
business processes

5. 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!

6. Projects are how Organizations
Manage Change
Busine
• What holds them together?
ss par
tner
s
su ltant
Con
• What makes them work?
s
le
Sa
• Who knows how to manage them?

7. 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

8. 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

9. 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.

10. Getting the Most from Project Management
Solve the Four Biggest Problems Plaguing CEO’s
1. Failing to deliver on time
Successful CEO’s realize
2. Not enough sales that regardless of the
economy at a given time,
3. Failing to hire & retain talent
Project Management is
indispensable.
4. Failing at managing change

11. 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

12. Value Delivers Results
VALUE
PROJECT
MANAGEMENT
TRAINING
SKILLS TRAINING
LEADERSHIP TRAINING

13. Value Delivers Results
Value Delivers Results
DELIVERS
REPEATABLE
BUSINESS PROCESSES
COMMUNITY
TRANSFORMATION
BUSINESS PROCESS
OPTIMIZATION

14. Value Delivers Results
Value Delivers Results
RESULTS
CORPORATE
STRATEGY
CORPORATE GOALS
STRATEGIC
ALIGNMENT

15. Value Delivers Results
Value Delivers Results
VALUE DELIVERS RESULTS
PROJECT REPEATABLE CORPORATE
MANAGEMENT BUSINESS PROCESS STRATEGY
TRAINING
COMMUNITY CORPORATE GOALS
SKILLS TRAINING TRANSFORMATION
STRATEGIC
LEADERSHIP TRAINING BUSINESS PROCESS ALIGNMENT
OPTIMIZATION
REPEATABLE PREDICTABLE
INSTITUTIONALIZATION CULTURE CHANGE
EQUALS
BUSINESS SUCCESS
SUSTAINABLE SCALABLE

16. 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

17. Training Needs Assessment

18. Project Management Skill and Competencies in the context
of a Project Characteristic
Project Characteristics Most Important Second most Third most important Fourth most Fifth most important
important important
1. Very large Leadership Relevant prior Planning People Verbal
project (large experience Skills Communication
scope)
Strong at
building teams
2. A project with Risk Expectation Leadership People Planning
high uncertainty Management Management Skills
3. A very novel Leadership People Skills Has vision, Self Expectation
project; purpose, goals Confidence Management
considerable
innovation Listening
required

19. 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

20. C.E.R.T. Intelligence:
Cultural
Cultural Emotional
Emotional
Opportunity Management
Success Collaboration
Relationship
Relationship Tactical
Tactical
Many, if not all, projects are global.
Why is it so important
to have CERT‐Intelligence?

21. C.E.R.T. Intelligence: Cultural
Cultural
Cultural Emotional
Emotional
Opportunity Management
Projects
Success Collaboration
Relationship
Relationship Tactical
Tactical

22. Barriers to Cultural Intelligence
10. Language differences
9. Time zone disparities
8. Lack of training on managing effective virtual teams
7. How technology can help OR hurt
6. Misunderstood personalities / emotions / social and business norms

23. Barriers to Cultural Intelligence
5. Team members who are unsure of specific expectations
4. Lack of awareness of cultural differences
– ignorance is NOT bliss in the customer’s eyes!
3. Vague or inconsistent understanding of project goals / charter
2. Teams without cohesion / focus
1. COMMUNICATIONS!

24. Getting the Most From Your People
The CERT‐ified Art of Communication
Cultural
Cultural Emotional
Emotional
Relationship
Relationship Tactical
Tactical

25. Communications
Sources of Perceptual Differences
Sender Receiver
Idea Encoding Decoding Meaning
Meaning Decoding Encoding Idea

26. Communications
Sources of Perceptual Differences
Words Values
Judgments Personalities
Distraction/
Field of Experience Perceptual Field of Experience
Differences
Sender Receiver
Message
Idea Encoding (initiated) Decoding Meaning
Shared Experiences
Meaning Decoding Message Encoding Idea
(feedback)
Distraction/
Perceptual
Differences

27. 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

29. Relationship Intelligence: Interaction!
Relationship Intelligence empowers professionals to uncover, extend and leverage
their relationships – commonly called “networks”.
Relationships include:
♦ You and management RI is a corporation‐wide asset that
reveals complex connections between:
♦ You and your team
♦ People and companies
♦ You and other managers, suppliers
and stakeholders ♦ Experience and expertise
♦ You and your friends, family and RI transforms who and what we know,
acquaintances into new revenue opportunities!
An organization’s most valuable assets are the relationships it nurtures with clients
and contacts.

30. C.E.R.T. Intelligence: Tactical
Cultural
Cultural Emotional
Emotional
Opportunity Management
Projects
Success Collaboration
Relationship
Relationship Tactical
Tactical

31. 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.

32. CERT‐Intelligence: Now you have it!
The Importance of:
If you don’t cultivate an astute sense of awareness and
appreciation for other cultures and their attitudes, behaviors,
Cultural Intelligence
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
Emotional Intelligence 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
Relationship Intelligence 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
Tactical Intelligence
sure your people are doing what they’re supposed to do.

33. 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

34. Getting the Most from Your People
Handling Human Capital and Re‐Sourcing your Success
♦ Resource Optimization ♦ Resource Automation
The purpose of planning is ♦ Have a system to track your
to understand what your resources optimization
resources are, how you can
best use those resources, ♦ Invent an inventory of skill sets
and when you ought to do
it. ♦ Responsibilities matrix
♦ Measure and control these
assets

35. 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

36. 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

37. Giving the Most to Your Customers
The Secret to Slim and Trim: Shortening Delivery Times
♦ Eliminate bottlenecks
Accelerating your
♦ Simplify complex
order‐to‐delivery cycle is
processes
primarily a question of turning
a critical eye on your
♦ Resolve unproductive organizational processes, and
supplier relations identifying points of waste,
back‐up, and inefficiency.
♦ Develop valid
performance metrics

38. Giving the Most to Your Customers
At Face Value: Improving Customer Satisfaction
Customer Satisfaction 101:
Manage Satisfaction Shortcomings:
1.Put a clear customer service
policy in place ♦ Face‐to‐face interaction
2.Anticipate customer needs
♦ Friendliness and approachability
3.Deliver on your promises
♦ Responding promptly

39. 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

40. 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.

41. Harnessing the Power of Project Management
www.truesolutions.com
1.866.770.0903 or 972.770.0900
Wes.Balakian@truesolutions.com or
Info@truesolutions.com

43. QuadMap®: The Process Framework
Organizational
Implementation Current State
Plan
Roles &
Future State
Responsibilities
Analyze &
Benchmark

44. TSI’s QuadMap®: For Continuous Improvement
Control Define
Improve Measure
Analyze

45. C.E.R.T. Intelligence: A Management Tool
Pipeline Bookings Training Hiring
Workforce Attrition
Win/Loss Revenue Planning
Resource (Skills)
Marketing Availability External
Campaigns Resource
Customers People Usage
Utilization
Customer Progress Borrowed
Satisfaction Status Resources
Headcount
• Pyramid
Milestones • Billable vs.
Practice Non-Billable
Projects
% Complete Risks
Backlog
Unbilled Earned Quality Issues
Value Reviews
Billing
Money At Risk Reuse Knowledge Harvest
Write-Offs
Cost and Hours:
• Billable
Margin • Non-Billable
Revenue ADR Best Practices Qualification

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