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Four Missing Elements in Your Project Managers

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For: By Todd C. Williams Four Elements… Missing From Your Project Manager’s Skillset May 6, 2013 ©2013 Copyright eCameron, Inc. 1
#1: Exchange Of Goods Or Services May 6, 2013 ©2013 Copyright eCameron, Inc.
How May Of You Are Salespeople? May 6, 2013 ©2013 Copyright eCameron, Inc.
How May Of You Are Salespeople? May 6, 2013 ©2013 Copyright eCameron, Inc.
How May Of You Are Salespeople? May 6, 2013 ©2013 Copyright eCameron, Inc.
May 6, 2013 ©2013 Copyright eCameron, Inc. Selling • Situation • Problem • Implication • Needs/Payoff
Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham Needs/Payoff Situational Implication S ProblemP I N
Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham SituationalS Do you have signature authority?
Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham SituationalS ProblemP Our people are not motived?
Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham Situational Implication S ProblemP I Without being motivated, they miss their deadlines.
Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham Needs/Payoff Situational Implication S ProblemP I N The last time they missed a deadline it cost use a penalty on our contract. That was $50,000.
#2: Gaining Agreement May 6, 2013 ©2013 Copyright eCameron, Inc.
How We Look At Negotiation Sept. 19, 2012 Todd C. Williams ©2012 eCameron, Inc.
Negotiation May 6, 2013 ©2013 Copyright eCameron, Inc. Selling •Situation •Problem •Implication •Needs/Payoff Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute
Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff What’s the Big Deal? May 6, 2013 ©2013 Copyright eCameron, Inc. Negotiation is part of everything Running a project Getting a job Significant other Even your child’s bedtime
Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Need A Raise? May 6, 2013 ©2013 Copyright eCameron, Inc. Two Volunteers
Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Negotiation Process May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN questioning process
Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Explore May 6, 2013 ©2013 Copyright eCameron, Inc. Negotiation Work Sheet 1. What are the consequences of no agreement 2. Short and long term hard cost 3. Short and long term soft cost 4. Short and long term hard benefit 5. Short and long term soft benefit 6. What do we still need to know Desires Write it down! Determine your: Consequences of Failure Wish list Determine their: Desires Consequences of Failure Wish list
#3: Knowing The Direction May 6, 2013 ©2013 Copyright eCameron, Inc.
Goals May 6, 2013 ©2013 Copyright eCameron, Inc. Corporate Goals Initiatives Initiatives Initiatives Projects Projects Projects Projects Projects ProjectsProjects Projects Strategy is defined in initiatives and delivered through projects
May 6, 2013 ©2013 Copyright eCameron, Inc. Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Corporate Vision • Guide the way • Drive your team
Financial IT Organization Strategy Map: Balanced Scorecard. May 6, 2013 ©2012 Copyright eCameron, Inc. Customer (Partner) InternalProcesses Competency Contribution Maximize shareholder returnsManage unit costs of information technology Maximize business unit value creation Deliver quality service Do the right things at the right time Achieve business unit strategies Demonstrate competitive costs Operational Excellence Business Unit Alliance Solutions Leadership Learning & Growth Sustain skills in enabling technologies Attract and retain people with key skills Focus on career development Promote a culture of innovation Credibility Propose and deliver enabling solutions Optimize IT internal processes Improve business unit productivity Manage service quality Effectively support users Understand emerging technology applications Realize scale economies Deliver on schedule Understand business unit strategies Standardize platforms and architectures Gold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report, September 2001
Financial IT Organization Strategy Map: Balanced Scorecard. May 6, 2013 ©2012 Copyright eCameron, Inc. Customer (Partner) InternalProcesses Competency Contribution Maximize shareholder returnsManage unit costs of information technology Maximize business unit value creation Deliver quality service Do the right things at the right time Achieve business unit strategies Demonstrate competitive costs Operational Excellence Business Unit Alliance Solutions Leadership Learning & Growth Sustain skills in enabling technologies Attract and retain people with key skills Focus on career development Promote a culture of innovation Credibility Propose and deliver enabling solutions Optimize IT internal processes Improve business unit productivity Manage service quality Effectively support users Understand emerging technology applications Realize scale economies Deliver on schedule Understand business unit strategies Standardize platforms and architectures Gold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report, September 2001
Financial IT Organization Strategy Map: Balanced Scorecard. May 6, 2013 ©2012 Copyright eCameron, Inc. Customer (Partner) InternalProcesses Competency Contribution Maximize shareholder returnsManage unit costs of information technology Maximize business unit value creation Deliver quality service Do the right things at the right time Achieve business unit strategies Demonstrate competitive costs Operational Excellence Business Unit Alliance Solutions Leadership Learning & Growth Sustain skills in enabling technologies Attract and retain people with key skills Focus on career development Promote a culture of innovation Credibility Propose and deliver enabling solutions Optimize IT internal processes Improve business unit productivity Manage service quality Effectively support users Understand emerging technology applications Realize scale economies Deliver on schedule Understand business unit strategies Standardize platforms and architectures Gold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report, September 2001
#4: Getting Others To Act Because They Want To May 6, 2013 ©2013 Copyright eCameron, Inc.
May 6, 2013 ©2013 Copyright eCameron, Inc. Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Leadership •Leading your leaders •Leading your contributors
May 6, 2013 ©2013 Copyright eCameron, Inc. Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff
Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Project Managers Are Different October 8, 2012 ©2012 eCameron, Inc.
Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Project Managers Are Different October 8, 2012 ©2012 eCameron, Inc. Functional Management …… Peers Subordinates Project managers are different than functional management.
Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Project Managers Are Different October 8, 2012 ©2012 eCameron, Inc. Project Management Stakeholders …… Peers Subordinates
Leading People October 8, 2012 ©2012 eCameron, Inc. Leaders Ask Subordinates: What do you need from me? What's in your way? How can I help? Leaders Leading Leaders: I need you to help me by doing... I need mentoring on ... I need clarification on... Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff
Leadership May 6, 2013 ©2013 Copyright eCameron, Inc. Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff
For More Information: Available in all major bookstores… online and on the corner. Contact Todd C. Williams 1-360-834-7361 todd.williams@ecaminc.com http://ecaminc.com/index.php/blog http://linkedin.com/in/BackFromRed Twitter: @BackFromRed Questions? Thank You! May 6, 2013 ©2013 Copyright eCameron, Inc.

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Four Missing Elements in Your Project Managers

  • 1. For: By Todd C. Williams Four Elements… Missing From Your Project Manager’s Skillset May 6, 2013 ©2013 Copyright eCameron, Inc. 1
  • 2. #1: Exchange Of Goods Or Services May 6, 2013 ©2013 Copyright eCameron, Inc.
  • 3. How May Of You Are Salespeople? May 6, 2013 ©2013 Copyright eCameron, Inc.
  • 4. How May Of You Are Salespeople? May 6, 2013 ©2013 Copyright eCameron, Inc.
  • 5. How May Of You Are Salespeople? May 6, 2013 ©2013 Copyright eCameron, Inc.
  • 6. May 6, 2013 ©2013 Copyright eCameron, Inc. Selling • Situation • Problem • Implication • Needs/Payoff
  • 7. Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham Needs/Payoff Situational Implication S ProblemP I N
  • 8. Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham SituationalS Do you have signature authority?
  • 9. Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham SituationalS ProblemP Our people are not motived?
  • 10. Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham Situational Implication S ProblemP I Without being motivated, they miss their deadlines.
  • 11. Selling •Situation •Problem •Implication •Needs/Payoff SPIN Selling May 6, 2013 ©2013 Copyright eCameron, Inc. SPIN Selling, Neil Rackham Needs/Payoff Situational Implication S ProblemP I N The last time they missed a deadline it cost use a penalty on our contract. That was $50,000.
  • 12. #2: Gaining Agreement May 6, 2013 ©2013 Copyright eCameron, Inc.
  • 13. How We Look At Negotiation Sept. 19, 2012 Todd C. Williams ©2012 eCameron, Inc.
  • 14. Negotiation May 6, 2013 ©2013 Copyright eCameron, Inc. Selling •Situation •Problem •Implication •Needs/Payoff Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute
  • 15. Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff What’s the Big Deal? May 6, 2013 ©2013 Copyright eCameron, Inc. Negotiation is part of everything Running a project Getting a job Significant other Even your child’s bedtime
  • 18. Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Explore May 6, 2013 ©2013 Copyright eCameron, Inc. Negotiation Work Sheet 1. What are the consequences of no agreement 2. Short and long term hard cost 3. Short and long term soft cost 4. Short and long term hard benefit 5. Short and long term soft benefit 6. What do we still need to know Desires Write it down! Determine your: Consequences of Failure Wish list Determine their: Desires Consequences of Failure Wish list
  • 19. #3: Knowing The Direction May 6, 2013 ©2013 Copyright eCameron, Inc.
  • 20. Goals May 6, 2013 ©2013 Copyright eCameron, Inc. Corporate Goals Initiatives Initiatives Initiatives Projects Projects Projects Projects Projects ProjectsProjects Projects Strategy is defined in initiatives and delivered through projects
  • 21. May 6, 2013 ©2013 Copyright eCameron, Inc. Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Corporate Vision • Guide the way • Drive your team
  • 22. Financial IT Organization Strategy Map: Balanced Scorecard. May 6, 2013 ©2012 Copyright eCameron, Inc. Customer (Partner) InternalProcesses Competency Contribution Maximize shareholder returnsManage unit costs of information technology Maximize business unit value creation Deliver quality service Do the right things at the right time Achieve business unit strategies Demonstrate competitive costs Operational Excellence Business Unit Alliance Solutions Leadership Learning & Growth Sustain skills in enabling technologies Attract and retain people with key skills Focus on career development Promote a culture of innovation Credibility Propose and deliver enabling solutions Optimize IT internal processes Improve business unit productivity Manage service quality Effectively support users Understand emerging technology applications Realize scale economies Deliver on schedule Understand business unit strategies Standardize platforms and architectures Gold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report, September 2001
  • 23. Financial IT Organization Strategy Map: Balanced Scorecard. May 6, 2013 ©2012 Copyright eCameron, Inc. Customer (Partner) InternalProcesses Competency Contribution Maximize shareholder returnsManage unit costs of information technology Maximize business unit value creation Deliver quality service Do the right things at the right time Achieve business unit strategies Demonstrate competitive costs Operational Excellence Business Unit Alliance Solutions Leadership Learning & Growth Sustain skills in enabling technologies Attract and retain people with key skills Focus on career development Promote a culture of innovation Credibility Propose and deliver enabling solutions Optimize IT internal processes Improve business unit productivity Manage service quality Effectively support users Understand emerging technology applications Realize scale economies Deliver on schedule Understand business unit strategies Standardize platforms and architectures Gold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report, September 2001
  • 24. Financial IT Organization Strategy Map: Balanced Scorecard. May 6, 2013 ©2012 Copyright eCameron, Inc. Customer (Partner) InternalProcesses Competency Contribution Maximize shareholder returnsManage unit costs of information technology Maximize business unit value creation Deliver quality service Do the right things at the right time Achieve business unit strategies Demonstrate competitive costs Operational Excellence Business Unit Alliance Solutions Leadership Learning & Growth Sustain skills in enabling technologies Attract and retain people with key skills Focus on career development Promote a culture of innovation Credibility Propose and deliver enabling solutions Optimize IT internal processes Improve business unit productivity Manage service quality Effectively support users Understand emerging technology applications Realize scale economies Deliver on schedule Understand business unit strategies Standardize platforms and architectures Gold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report, September 2001
  • 25. #4: Getting Others To Act Because They Want To May 6, 2013 ©2013 Copyright eCameron, Inc.
  • 26. May 6, 2013 ©2013 Copyright eCameron, Inc. Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Leadership •Leading your leaders •Leading your contributors
  • 27. May 6, 2013 ©2013 Copyright eCameron, Inc. Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff
  • 28. Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Project Managers Are Different October 8, 2012 ©2012 eCameron, Inc.
  • 29. Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Project Managers Are Different October 8, 2012 ©2012 eCameron, Inc. Functional Management …… Peers Subordinates Project managers are different than functional management.
  • 30. Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff Project Managers Are Different October 8, 2012 ©2012 eCameron, Inc. Project Management Stakeholders …… Peers Subordinates
  • 31. Leading People October 8, 2012 ©2012 eCameron, Inc. Leaders Ask Subordinates: What do you need from me? What's in your way? How can I help? Leaders Leading Leaders: I need you to help me by doing... I need mentoring on ... I need clarification on... Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff
  • 32. Leadership May 6, 2013 ©2013 Copyright eCameron, Inc. Leadership •Leading your leaders •Leading your contributors Corporate Vision •Guide the way •Drive your team Negotiation •Recognition •Planning •Explore •Propose/Barter •Execute Selling •Situation •Problem •Implication •Needs/Payoff
  • 33. For More Information: Available in all major bookstores… online and on the corner. Contact Todd C. Williams 1-360-834-7361 todd.williams@ecaminc.com http://ecaminc.com/index.php/blog http://linkedin.com/in/BackFromRed Twitter: @BackFromRed Questions? Thank You! May 6, 2013 ©2013 Copyright eCameron, Inc.