You may have a visionary CIO and very capable project managers. You may have the best tech, the latest software, and stellar talent. But if you can’t establish a dynamic, collaborative team with a clear mission, then your project will slip through the cracks. It’s time for CIOs to unlock their "people potential" and learn the leadership skills that will lead to satisfied project managers and more than satisfactory project results. Join Clint Padgett, CEO and President of Project Success Inc., and bridge the gap between CIOs and Project Managers to create a passionate and successful team.

1. Bridging the Gap: Implementing
CIO Leadership in Project
Management
Clint Padgett Julie Lawson
With: With:
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2. www.KeyedIn.com
© 2020 KeyedIn Solutions. All Rights Reserved.
2
Speed of Reporting
IMPROVEMENT
50%
Forecast Accuracy
INCREASE
60%
Total Portfolio Value
REINVESTMENT OF
20%
For Profit-based PMOs
PROFITABLILITY
2x
Project Management Cost
SAVINGS
50%
Hundreds of global customers across a diverse set of industries.
including:

3. Click on the Questions panel to
interact with the presenters
https://www.projectmanagementupdate.com/frs/14034226/bridging-the-gap--implementing-cio-leadership-in-project-
management

4. About Clint Padgett
Clint is a seasoned entrepreneur with over 30 years experience as a project manager and leader. He is a
published author, teacher, and expert in team building and the art of conversation. Clint is a
ForbesBooks Featured Author, ForbesSpeakers Thought Leader and frequently speaks at conferences
on the subject of project management and teamwork, including the Executive Education program in the
Scheller College of Business at the Georgia Institute of Technology, where he is an adjunct professor.
About Julie Lawson
Julie Lawson majored in English at Boston University. She worked at the college radio station, WTBU,
where she developed a passion for producing shows with good music and good stories. She started her
career at a small publishing house in Los Angeles and went on to become Webinar Coordinator at
Aggregage, where she produces webinars and facilitates BTS webinar functions. In her spare time, she
enjoys going to the beach, camping and reading great books.

5. The Communication
Illusion
Clint Padgett, CEO
Project Success, Inc.

6. 6
“The single biggest problem in
communication is the illusion
that it has taken place.”
- George Bernard Shaw

7. 7
Gartner Survey of More Than 1,000 CIOs Shows That
“Fit” Enterprises Will Win When Business Conditions
Turn
● The survey separated CIO respondents’ enterprises into two groups, “fit”
and “fragile,” depending on how they fared in their last turns. Fit
enterprises emerged from their turns stronger in capabilities such as
funding business initiatives and attracting the right talent, while fragile
enterprises emerged less capable in these areas.
● Fit leaders actively search for emerging trends or situations that require a
change, and then leverage the IT organization as an instrument to navigate
that change accordingly. Enterprises that want to become fit should
focus on aligning, anticipating and adapting to dynamic business
scenarios.
Source: https://www.gartner.com/en/newsroom/press-releases/2019-10-22-gartner-survey-of-more-
than-1000-cios-show-that-fit-enterprises-will-win-when-business-conditions-turn

8. Key Steps to Prioritization
1. Develop
Strategy
2.Agree
Assessment
Criteria / KIPs
3. Rank and
Choose
investments
4. Sense
Check
Impacts
5. Baseline
and
communicate
6. Deliver
and Track
Rank and Choose Investments
Rank investments against the new criteria
and align to the target budget.
Develop Strategy
Review the current strategy and KPI’s
against the new reality.
Sense Check Impacts
Capacity checks - Can we deliver it?
Dependency checks - What else is impacted?
Agree to Assessment Criteria / KPIs
Establish Assessment Criteria linked to
Strategy/KPIs.
Baseline and Communicate
Communicate and align the organization.
1
3
4
5
2
Deliver and Track (ongoing)
Control through visibility in a time of
increased scrutiny.
6

9. 9
Gartner Survey of More Than 1,000 CIOs Shows That
“Fit” Enterprises Will Win When Business Conditions
Turn
● Alignment — or the extent to which organizations can stay together
while shifting to a new direction during crises — is an area where fit
enterprises most outperform fragile. Providing clear and effective
leadership is one key area of alignment. Nearly half of fit survey
respondents rated their leaders as very effective on “accurately
communicating business needs to IT,” compared with only 30% of fragile
survey respondents. Fit enterprises are also more likely to have disciplined
IT investment, a clear vision, consistent overall strategy and a strong
CIO/CEO relationship.
Source: https://www.gartner.com/en/newsroom/press-releases/2019-10-22-gartner-survey-of-more-
than-1000-cios-show-that-fit-enterprises-will-win-when-business-conditions-turn

10. 10
Gartner Survey of More Than 1,000 CIOs Shows That
“Fit” Enterprises Will Win When Business Conditions
Turn
● “A big take-away for CIOs is that fit enterprises increasingly view IT as a
point of leverage for the business,” said Mr. Rowsell-Jones. “Having a
clear and consistent overall business strategy ranks as one of the
most distinctive traits of fit enterprises. In such organizations, digital
technology will drive that strategy.”
Source: https://www.gartner.com/en/newsroom/press-releases/2019-10-22-gartner-survey-of-more-
than-1000-cios-show-that-fit-enterprises-will-win-when-business-conditions-turn

11. 11
Does this feel familiar?
© Project Success, Inc.

12. 12
Which Would You Prefer?
It’s all about self accountability!
© Project Success, Inc. © Project Success, Inc.

13. Dimensions of Project Performance
(The Determinants of Customer Satisfaction)
PROJECT PLANS SHOULD BE:
2
3Cost Budget
Quality Specifications
Time
Performance
Dimension
Schedule
Planning
Document
1
Planning
Sequence
 Comprehensive
 Integrated
 Cross Functional
 Written/Explicit
 Developed with Group Consensus
 Developed through Iterative Process

14. On schedule
Within budget
In accordance with quality specifications
KEY CONCEPT
The management of _______________________ is the key to
achieving overall success on all three dimensions of project
performance.
TIME
PROJECT SUCCESS is the performance of the project:
According to the Standish Group’s 2015 CHAOS Report, out of
fifty thousand projects, 71 percent failed to meet these three
criteria: on time, on budget, and with satisfactory results.

15. ONEYEAR
Project
Deadline
Shifting the Worry Curve®
W
O
R
R
Y
T I M E
Shifting the Worry Curve®

16. Shifting the Worry Curve®
In an unplanned project with a deadline 12 months in the future, how much works actually gets
done in the first 4-6 weeks? Why? Let’s take a survey and find out.
W
O
R
R
Y
T I M E
Shifting the Worry Curve®

17. Question: What chance would you give the following person to get into heaven?
• Bill Clinton
• Hillary Clinton
• Princess Diana
• Newt Gingrich
• Al Gore
• Michael Jordan
• Colin Powell
• Pat Robertson
• Dennis Rodman
• Oprah Winfrey
1997 US News & World Report Survey
(March 31, 1997)
52%
55%
60%
40%
55%
65%
61%
47%
28%
66%
How about Mother Teresa? 79%
So who scored the highest at 87%? The people being surveyed!

18. According to the Merriam-Webster
dictionary, communication is defined as:
the act or process of using words, sounds,
signs or behaviors to express or exchange
information or to express your ideas,
thoughts, feelings, etc., to someone else.
What is Communication

19. According to the Merriam-Webster
dictionary, conversation is defined as:
an oral exchange of sentiments,
observations, opinions or ideas.
Let’s have a Conversation instead!

20. If you confuse, you lose.
In project work, ambiguity will get used against
you in the court of project management.
Don’t Forget:

21. 21
Keys to Clarity and Commitment
● Planning done in a collaborative, face-to-face session.
● One named individual (Activity Manager) per task.
● Activity manager must be in the room and accept responsibility for a task.
● Task duration comes from the Activity Manager.
● Activity Manager responsible for updates throughout the Control Cycle.

22. 22
Core Communication Skills
● Listening alertly
● Think before speaking
● Ask follow-up questions
● Restate what you think you heard
● Brief & concise
● Staying on topic
● Ability to stand your ground

23. 23
EFFECTIVE TEAM MEMBER BEHAVIORS
● Get to know your team members.
● Make sure you are clear on process steps and deliverables.
● Contribute to discussions and decision-making.
● Share your thoughts, ideas, feelings and concerns.
● Listen generously to other team members.
● Speak concisely. Don’t ramble.
● Don’t get tripped up by “baggage”.
The following list of team behaviors can be used as a starting
point to build consensus and set expectations on appropriate
behaviors.

24. 24
EFFECTIVE TEAM MEMBER BEHAVIORS
● Be proactive.
● Be flexible. Avoid taking a fixed position.
● Don’t avoid conflict. See conflicts through to solution.
● Obey the meeting ground rules.
● Be prepared and go to meetings “ready for action”
● Leave meetings with clarity; don’t leave with confusion or
uncertainty.

25. Q&A
Julie Lawson
With: With:
CEO and President, Project Success Inc.
Linkedin page: /in/clintpadgett
Website: projectsucces.com
Twitter:@clintpadgett
Clint Padgett
Webinar Coordinator, Aggregage
Linkedin page: /in/Julie-Lawson
Email: julie@aggregage.com
Website: projectmanagementupdate.com
https://www.projectmanagementupdate.com/frs/14034226/bridging-the-gap--implementing-cio-leadership-in-project-
management

26. To obtain your copy of the
Shifting the Worry Curve℠ Primer,
visit us at:
www.ProjectSuccess.com/advantages/
Shifting the Worry Curve®