1. The Project Management Basics Work Book:
With Behavioral and Technical Quick Connects
Prepared by Mitchell W. Manning, Sr. to serve as an example for basic project
management training for individuals and organizations
Note: This workbook is the companion piece for the PowerPoint presentation "The Project Management
Work Shop" also on SlideShare.
If needed, Mitch can help you customize the work shop and work book to your company, your culture, your
team, your project management policy, procedures, and software.
Email: MitchellWManning@aol.com
1

2. Project Management Basics Work Book:
With Behavioral and Technical Quick Connects
This “hands on” work book is designed to give newly assigned project team members an understanding
of project management basics, and the regulatory, technical, and behavioral responsibilities and
accountabilities. As a participant, you will learn and practice project management basics in each of the
five stages of project management, from initiating to closing the project. You will be able to contribute
more quickly and effectively in project team assignments, and instruct others on the technical and
behavioral responsibilities and accountabilities within the project team.
Project Management Basics are key to project success, for organizations and individuals regardless of
project complexity and size. All team members need to have a sound understanding of project
management basics, the technical requirements and the behavioral skills to work with others effectively
and successfully. Team members contribute more timely and at a higher level when they are well trained
and well treated. This course provides the participants with the basic technical knowledge and behavioral
skills.
Newly assigned project team members; individuals with project responsibilities; project trainers; and,
individuals from human resources, manufacturing, finance, purchasing, marketing and sales, logistics,
and engineering who need a general understanding of project responsibilities and accountabilities will
benefit from the systematic and logical presentation of the technical and behavioral basics gleaned from
the experiences, and teachings, of successful project team members/leaders/managers.
Day One/Lesson One
You will learn to:
define and scope a project
apply 6 key questions in 5 key project stages
define and lead initiating, planning, staffing, controlling, and closing projects
map a project and apply the seven basic tools essential to effective project management
contribute to and lead effective project meetings
contribute to and lead effective project problem solving and decision-making
Day Two/Lesson Two
You will learn to:
present yourself to the project manager and project members
assess you project management experience
work with the best project team member, and the worst
use your organizational values and ethics to motivate the project team
present your ideas
train others
evaluate others
plan next steps
give positive and negative information/feedback
summarize and close meetings
self-analyze for strategic project leadership
explore project management websites for growth and development
Day Three/Lesson Three
You will learn to:
describe the project to key stakeholders
write the project charter
document the preliminary project proposal questions
build project support and gain buy-in
plan project resources
sell your project to others
build external project support
use a project checklist for strategic leadership from beginning to close
2

3. Table of Contents
Project Management Basics
2
Project Management Overview
Technical Quick Connects
7
One Page Project Process Map
8
One Page Question to the Void Worksheet
9
One Page Project Overview Worksheet
10
One Page Project Initiating Worksheet
11
One Page Project Planning Worksheet
12
One Page Effective Meeting Worksheet
Behavioral Quick Connects
13
Presenting Yourself
14
Self-Assessment - Project Management Experience
15
Best Team Player/Worst Team Player
16
Organization Values and Ethics
17
Presenting Your Ideas
18
Training Others
19
Evaluating Others
20
Planning Next Steps
21
Evaluating/Giving Feedback
22
Summarizing and Closing
23
Self-Analysis for Strategic Leadership
26
Exploring Project Management Websites
Project Management Communication Workbook
28
Describe the Project
29
Write the Project Charter
30
Preliminary Project Proposal Questions
31
Building Project Support and Getting Buy-in
32
Project Resource Planning
33
Selling Your Project
34
Building External Project Support
35
Project Checklist for Strategic Leadership
3

4. Project Management Basics Work Shop
Date:_________________
My name is:
I work for:
My job is:
______________________________________________
______________________________________________
______________________________________________
I am attending Project Management Basics to:
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
My current project assignments are (limit to your top 3):
____________________________________________________________
____________________________________________________________
____________________________________________________________
Projects succeed because:
Projects fail because:
4

5. Project Management Basics:
What is project management?
The time bound use of limited resources to achieve a fixed outcome.
Why is project management needed?
For behavioral and technical control.
Where do projects originate?
Aware/Believe/Comprehend/Do/Excel
What are the thinking processes for managing projects?
What is happening?
What good might happen, and how to enhance?
What can go wrong, and how to reduce damages?
What needs to be done, and how to manage?
What is wrong, and what to do?
What is the project management process?
5 basic process groups
What information/knowledge is needed to manage projects?
9 knowledge areas
How to collect project management information and knowledge?
6 faithful servants
What builds project management culture?
Institutions/Language/Technology/Art
What are the key project management roles?
Sponsor/Stakeholder/Leader/Member/Observer
What are the basics of project management behavior?
S/T - ODARC
What are the basic project management behaviors?
The __ate behaviors.
What are the basic project management resources?
5 M's
What are the basic areas of project management responsibility?
Issues/Actions/Assignments/Resources/Schedules/ Review/Control
What is project scope and how is it determined?
A fixed amount of work to achieve a fixed outcome.
What is risk management and how is it determined?
Minimizing the impact of uncertain events on a fixed outcome.
5

6. What is cost/benefit?
Comparing the cost of fixed work with the benefit of a fixed outcome.
What are the key elements of the project definition?
What/Why/How/Where/When/Who
What are the key activities in project planning?
6 basic actions
Would it be nice to have a Project Management Job Aid?
6

7. One Page Project Process Map
Plan the Project
Project
Mission
Statement
Identify Desired
Outcome
Analyze the Project Opportunity
Lead the Project
Define the
Project
Design
Project Plan
Explore
Cause-Effect Causes
Diagram
Implement
Project Plan
Identify
Customers
Identify Customer
Requirements
Analyze the Project
Collect & Analyze
Data
Type
Size
Pareto Diagram
1
1
1111 11
1
6
3
Evaluate
Outcome
3
6
9
Check Sheet
Identify Supplier
Specifications
Histogram
Identify Steps in
the Process
Tools:
Top-down Flow
Chart
1
2
3
Flow Chart
Run Chart
. ..
...
.
Scatter Diagram
Yes
No
Desired
Outcome
Achieved
?
Yes
Control Chart
Identify Potential
Solutions
Cause
Identified
?
No
Work Flow Diagram
Select Solution(s)
Yes
Document &
Standardize
Continuous
Improvement
Loop
Monitor
Identify
Measures
7

8. Project Management Basics: Question to the Void Work Sheet
What: Question to the Void (Common Terms - data gathering, fact-finding, getting to the bottom )
Why: To question until you have all the information you need, and then some.
How
Initiating
Planning
Executing
Controlling
Closing
Where
Headquarters
Headquarters/On-Site
On-site
On-Site/Headquarters/Client
On-site
When
First Quarter
Second Quarter
Second - Fourth Quarter
Second - Fourth Quarter
Fourth Quarter
Who
Sponsor
Sponsor/Manager/Client
Team
Sponsor/Team/Client
Sponsor/Manager/Client
When you finish questioning to the void, you then ask "what else?"
I Keep six honest serving-men:
(They taught me all I knew)
Their names are What and Where and When
And How and Why and Who.
I send them over land and sea,
I send them east and west;
But after they have worked for me,
I give them all a rest.
I let them rest from nine till five.
For I am busy then,
As well as breakfast, lunch, and tea,
For they are hungry men:
But different folk have different views:
I know a person small-She keeps ten million serving-men,
Who get no rest at all!
She sends 'em abroad on her own affairs,
From the second she opens her eyes-One million Hows, two million Wheres,
And seven million Whys!
"The Elephant Child" Rudyard Kipling
8

9. Project Management Basics: Project Overview Work Sheet
What: Project Overview
Why: One page plan for sponsor and project team.
How
Initiating
Members
Money
Machines
Materials
Methods
Create/Innovate
Negotiate
Communicate
Motivate
Educate
Administrate
Planning
Members
Money
Machines
Materials
Methods
Defining
Scoping
Risk
Analysis
Schedule
Executing
Basic Process Model
Controlling
Situation Appraisal
Closing
Where
Headquarters
When
First Quarter
Who
Headquarters/On-Site
Second Quarter
On-site
Second - Fourth Quarter
Team
On-Site/Headquarters/Client
Second - Fourth Quarter
Sponsor/Team/Client
Team
On-site
Fourth Quarter
Sponsor
Sponsor/Client
Sponsor/Client
Sponsor/Client
Sponsor/Client
Sponsor/Client
Client/Sponsor
Sponsor/Client
Sponsor/Client/Manager
Sponsor/Leader/Client
Leader/Sponsor/Client
Manager/Sponsor/Client
Sponsor/Manager/Client
Operations
Finance
Operations
Operations
Administration
Sponsor/Manager/Client
9

10. Project Management Basics: Initiating Work Sheet
What: Initiating
(Common Terms - Preliminary Planning, and Kick-Off)
Why: Authorizing the project or phase
How
Initiating
Members
Money
Machines
Materials
Methods
Create/Innovate
Negotiate
Communicate
Motivate
Educate
Administrate
Where
Headquarters
When
Who
First Quarter
Sponsor
010203040506070809101112 Sponsor/Client
Sponsor/Client
Sponsor/Client
Sponsor/Client
Sponsor/Client
Client/Sponsor
Sponsor/Client
Sponsor/Client/Manager
Sponsor/Leader/Client
Leader/Sponsor/Client
Manager/Sponsor/Client
10

11. Project Management Basics: Planning Work Sheet
What: Planning
(Common Terms - defining, developing the plan, setting the stage)
Why: Defining and refining objectives of the project and selecting the best course of action to attain those objectives.
How
Planning
Members
Money
Machines
Materials
Methods
Defining
Scoping
Risk Analysis
Where
Headquarters/On-site
When
Second Quarter
Who
Sponsor/Project Team/Client
Manager
Manager/Finance
Manager/Operations
Manager/Operations
Manager/Administration
11

12. Effective Meeting: Project Management Worksheet
TEAM NAME____________________LEADER_____________________DEPT____
FACILITATOR___________________RECORDER__________________DATE___
_
MEMBERS' NAMES
TEAM MEETING COSTS
______________________
_______________number of members present
______________________
_______________(times) average hourly rate
______________________
_______________(times) average benefit value
______________________
_______________(equals) meeting costs
START: Time______Location______Guests_______
List objectives of This Meeting
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
HISTORY: Read and Approve Previous Meeting Minutes Yes____No_____
List Old Business Discussed
______________________________________________________________
______________________________________________________________
______________________________________________________________
ACTION: Describe How the Objectives of This Meeting Were Accomplished
______________________________________________________________
______________________________________________________________
______________________________________________________________
RATE: How Do We Feel About This Meeting? _____________________
______________________________________________________________
What Will We Do Different Next Meeting? _________________________
______________________________________________________________
PLAN: Schedule the Next Meeting, List Objectives, List Assignments
Date:_____________Time:___________________Location:______________
Objectives: _____________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
Assignment
Responsible Party
Due Date
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
Use back of worksheet if needed to continue/complete documenting the meeting.
12

13. Quick Connect
Behavioral Exercises
Project Management Basics
Exercise One
Presenting Yourself
Exercise Two
Self-Assessment - Project Management Experience
Exercise Three
Best Team Player/Worst Team Player
Exercise Four
Organization Values and Ethics
Exercise Five
Presenting Your Ideas
Exercise Six
Training Others
Exercise Seven
Evaluating Others
Exercise Eight
Planning Next Steps
Exercise Nine
Evaluating/Giving Feedback
Exercise Ten
Summarizing and Closing
Exercise Eleven
Self-Analysis for Strategic Leadership
Exercise Twelve
Exploring Project Management Websites
13

14. Exercise One
Presenting Your Self
1.
2.
3.
4.
5.
6.
7.
My job is…
This is what I'm good at…
This is how I work best…
These are my values…
This is the contribution I plan to make.
These are the results I expect to deliver.
This is how I expect to be held accountable.
Keep a list of your successes. Practice sharing
successes in a systematic and logical manner: clearly,
concisely and correctly using the following process.
Situation (or task assignment)
Observation
Decision
Action
Result
How I feel
What I learned
14

15. Exercise Two
Self-Assessment - Project Management Experience
How do you feel about your project experience?
What would you do differently?
List the
positives negatives
What do you want to do differently when you return
to work as a result of this course?
15

16. Exercise Three
Best Team Member and Worst Team Member
List behaviors of the best team member.
List the behaviors of the worst team member.
16

17. Exercise Four
Organization Values and Ethics
List your organizations values. Give a positive action
for each.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
17

18. Exercise Five
Presenting Your Ideas
Subject
Objective
Present Situation
Proposal
Advantages (3)
Disadvantages (2)
Action
18

19. Exercise Six
Training Others
(Systematic Teach)
What
Why
How
Example
Application
Evaluation
Summary and Next Steps
19

20. Exercise Seven
Evaluating Others
(Complementary Critique)
Agreement
Plan
Process
1.
How do you feel about…?
2.
What would you do differently?
3.
What else?
4.
This is how I feel about…(give your evaluation, positive and
negative) of things shared).
5.
This is what I need to share.
(Share observations, dates and times. Tell what you would continue to do and do
differently. Share your expectations for future performance.)
6.
Allow response, clarify and confirm evaluation.
7.
Set new agreement and plan.
20

21. Exercise Eight
Planning Next Steps using Situation Appraisal
Situation
Owner
Customer
Action
Resources
Dates
Opportunities
Problems
Decisions
Potential Problems
21

22. Mitchell W. Manning
Course
Evaluation
600 Dell Street
PO Box 635
Robersonville, NC 27871
252-795-3560 landline
252-714-3481 cell
manningmitch@aol.com
Course Information
Name of Participant
(optional):
Instructor Name:
Workshop:
Course Date:
Mitchell W. Manning
Project Management
Basics
October 21,22,and 23, 2008
Overall ratings
How well did the course meet its stated objectives?
How well did this course meet your expectations?
Course content
and structure
How understandable was the content?
How confident do you feel applying the concepts and skills taught in the course?
How do you rate the effectiveness of the presentation materials?
How was the length of the course? For this question, please use the following legend: 1
too long.
too short, 3
right length, 6
How well do you believe the assessment was tied to the training objectives?
Instructor
evaluation
Overall, how well did the instructor perform?
How knowledgeable did you feel the instructor was on this subject?
How well did the instructor answer questions?
Comments
What part of the course did you like the most?
What part of the course did you like the least?
Were there any topics you wanted to spend more time on?
What value do you feel this course brought to your knowledge and skills?
In your current position, what will you be able to do better or differently as a result of this course?
Please provide any additional comments, suggestions or recommendations. Use the back if needed.
Exercise Nine - Evaluating/Giving Feedback
22
6 N/A
5 Excellent
4 Very Good
3 Good
1 Poor
Please select a rating as a response to each question.
2 Sufficient
Ratings

23. Exercise Ten
Summarizing and Closing
Using "Active Listening"
Key Points
1.
2.
3.
Questions
1.
2.
3.
Actions
1.
2.
3.
23

24. Exercise Eleven - Self Analysis for Strategic Leadership
SELF-ANALYSIS WORKSHEET
Source: Baldridge National Quality Award
You are in an excellent position to identify your key strengths and key opportunities for
improvement (OFIs). Accelerate your project management career journey by doing a selfanalysis of your responses to the seven NQA Criteria Categories using this worksheet.
Start by identifying one or two strengths and one or two OFIs for each Criteria Category. For those of high importance,
establish a goal and a plan of action
Criteria Category
For High-Importance Areas
Importance
High, Medium, Low
Stretch (Strength) or Improvement
(OFI) Goal
What Action Is Planned?
By When?
Who Is
Responsible?
Category 1—Leadership
Strength
1.
2.
OFI
1.
2.
Category 2—Strategic Planning
Strength
1.
2.
OFI
1.
2.
Category 3—Customer and Market Focus
Strength
1.
2.
OFI
1.
2.
Category 4—Measurement, Analysis, and Knowledge Management
Strength
24

25. Criteria Category
For High-Importance Areas
Importance
High, Medium, Low
Stretch (Strength) or Improvement
(OFI) Goal
What Action Is Planned?
By When?
Who Is
Responsible?
1.
2.
OFI
1.
2.
Category 5—Workforce Focus
Strength
1.
2.
OFI
1.
2.
Category 6—Process Management
Strength
1.
2.
OFI
1.
2.
Category 7—Results
Strength
1.
2.
OFI
1.
2.
25

26. Exercise Twelve - Project Management Website Exploring
Project Management Institute
ProjectManagementBookOfKnowledge
Project Management Books
http://en.wikipedia.org/wiki/Project_management
26

27. Project Management Communication
Work Book
Contents: Project Management Worksheets
Step 1:
Describe the Project
Step 2:
Write the Project Charter
Step 3:
Preliminary Project Proposal Questions
Step 4:
Building Project Support and Getting Buy-in
Step 5:
Project Resource Planning
Step 6:
Selling Your Project
Step 7:
Building External Project Support
Step 8:
Project Checklist for Strategic Leadership
27

28. Project Management Worksheet
Step 1: Describe the Project
Who is the sponsor?
What is the project, and its scope?
Why is the project important?
How will the project be managed?
What resources are needed? Where and When?
Where is the project located?
When does the project start and close?
Who is on the project leadership team?
What are the project roles, responsibilities and accountabilities?
What is my assignment?
Why am I on the project team?
When do I work on the project (start and finish)?
Who are my customers?
Who do I report to?
Where will my efforts be directed?
28

29. Project Management Worksheet
Step 2: Write the Project Charter
Provide project specific information/data: Include your mission statement, brief description of your
project assignment, number of people served, and staff, volunteer and project team data, if appropriate.
Describe the need: Clearly, concisely and specifically tell the sponsor why there is a project.
Explain what you will do: Describe precisely what will take place as a result of the resources. Provide
just enough detail to strengthen the sponsor's interest and support.
Overview Needed Resources: Begin with reference to your prior contact with the sponsor, if any.
Clearly and concisely state the resources required for completing the project/your assignment.
Close: Connect your proposal and mission to the sponsor's mission and interest. Tell how the project
outcomes will serve your assignment and the sponsor's interests.
Attachments:
Budget - Show the total cost of the project. Include future funding only if the absence of the
information will raise questions.
Project Team List - provided by the Project Planning Team
Charter - provided by the Project Planning Team
Financial Documentation - provided by Project Planning Team
Brief Bios of Key Team Members - include only project related education and experience.
29

30. Project Management Worksheet
Step 3: Preliminary Project Management Questions
What resources will you need?
What capabilities do you, and your project team, have?
List Sponsor support for executing the project.
List additional support needed, if any, for executing the project proposal.
30

31. Project Management Worksheet
Step 4: Building Project Support and Getting Buy-in
Identify two or three related major organizational challenges/problems your sponsor is currently facing.
Describe how your project/idea relates to or helps resolve these opportunities/problems.
Who are the project sponsor(s) and project champion(s), and why?
What can these people contribute to executing the project?
What role will each person have, and responsibilities and accountabilities?
31

32. Project Management Worksheet
Step 5: Resource Planning for the Project
Available Resources:
Members: List and describe people with special knowledge, skills, and related project
experience.
Facilities: List and describe needed facilities.
Machines: List and describe available needed equipment.
Materials:
Money:
Time:
Methods:
Needed Resources:
Members: List and describe people with special knowledge, skills, and related project
experience.
Facilities: List and describe needed facilities.
Machines: List and describe available needed equipment.
Materials:
Money:
Time:
Methods:
.
Who is needed on your project team?
What can these people contribute to executing the project?
What role, responsibilities and accountabilities will each person have?
What is the project evaluation plan?
How will it be used for monitoring and controlling the project?
How will it be used for initiating, planning, executing and closing the project?
32

33. Project Management Worksheet
Step 6: Selling Your Project
Tell how and why your project is unique:
Tell how and why your project is timely:
Tell how and why your project is urgent:
Tell how and why your project is compelling:
Tell how your implemented project will capitalize on the organization's strengths:
Tell how your project will capitalize on the sponsor's interests/mission/strengths:
Tell how your implemented project will address your organizations
opportunities/problems/challenges/weaknesses:
33

34. Project Management Worksheet
Step 7: Building External Project Support
Networking: List organizations/individuals/groups with shared interests in your project
outcomes/impact.
Personal Contacts: List contacts you have and need to have.
Meetings and Conferences: List meetings and conferences to attend where you can meet and talk with
people with shared interests and experience about your project.
Collaborating People and Organizations: List organizations and contact people.
Initial Contact: List and provide contact information for initial contacts.
(First contact should be by phone, then letter, email, and visit.)
Benefits of Collaboration: List the advantages to these organizations of working with you and
your organization on your project.
34

35. Project Management Worksheet
Step 8: Project Checklist for Strategic Leadership
1.
Confirm Strategic Need by using current year planning process documentation.
2.
Draft initial project idea.
3.
Assess your individual and organizational capability.
4.
Assess the need for the project.
5.
Identify and select the funding source(s) for the project.
6.
Plan the project.
7.
Write the project charter.
8.
Gain project approval and commitment.
9.
Execute the project.
10.
Manage and document the project.
11.
Evaluate the project management.
Impact in benefits to the Sponsor and Target Population
Financial documents (budget, invoices, contracts)
Personnel documents (time, salary, benefits, recruiting, hiring, evaluation)
Project checklist (goals compared to outcomes)
Executive Summary of project plan and project execution schedule.
12.
Close the Project.
13.
Celebrate
35

36. Mitchell W. Manning, Sr.
Chief Priorities Officer, Priorities Limited
Mitch is a Glaxo-Wellcome retiree (now GlaxoSmithKline). Positions held during his career are:
Lead Chemical Processor, Senior Validation Specialist, Section Head of Employee Involvement
(Project Teams), and Section Head of Regulatory and Technical Training.
He helped develop the criteria for the Malcolm Baldridge National Quality Award and served
two times as an Examiner for the award. He also served two times as an Examiner for the
President's Quality Prototype Award.
Additional information about Mitch is available on LinkedIn.
Other titles by Mitch on SlideShare with free downloads
Regulatory Compliance
Managing Regulatory Compliance: Responsibility and Accountability for All Levels and All Positions
http://www.slideshare.net/FastFix/managing-regulatory-compliance
Regulatory Compliance: One Consultant's Perspective
http://www.slideshare.net/FastFix/regulatory-compliance-2010-one-consultants-perspective
The Ethics of (Regulatory) Compliance
http://www.slideshare.net/FastFix/the-ethics-of-compliance
Trends In GMP Compliance
http://www.slideshare.net/FastFix/trends-in-gmp-compliance-2012
Quality Systems Investigation Technique
http://www.slideshare.net/FastFix/quality-systems-investigation-technique
Quality Systems Approach Overview
http://www.slideshare.net/FastFix/quality-systems-approach-overview
Leadership for the FDA Inspection: The Managers' Review
http://www.slideshare.net/FastFix/leadership-for-the-fda-inspection-the-manager-review-2195423
Teambuilding for the FDA Inspection: The Employees' Review
http://www.slideshare.net/FastFix/team-building-for-an-fda-inspection-the-employee-review
Project Management
Project Management Basics
http://www.slideshare.net/FastFix/project-management-basics-15014809
Project Management Made Simple: Using Quick Connects
http://www.slideshare.net/FastFix/project-management-made-simplev2003final-3170477
Project Management Quick Connects: Essential Technical and Behavioral Skills for Project Success
http://www.slideshare.net/FastFix/project-management-quick-connects
Process Mapping for Systems Improvement
http://www.slideshare.net/FastFix/process-mapping-for-systems-improvement
Grant Writing: The Project Proposal Work Book
http://www.slideshare.net/FastFix/grant-writing-project-proposal-workbook
Training
Training and Performance Management Guide
http://www.slideshare.net/FastFix/training-and-performance-management-guide
Corporate Training and Development Catalog
http://www.slideshare.net/FastFix/corporate-training-and-development-catalog
Corporate Training Documentation: Learning Management Systems Basics
http://www.slideshare.net/FastFix/corporate-training-documentation-management
Corporate Training for the Management Team
http://www.slideshare.net/FastFix/corporate-training-for-the-management-team
36

37. Leadership and Self-Development
Time Management: Skills, Tools and Techniques for Taking Control of Your Time
http://www.slideshare.net/FastFix/time-managementforprioritieslimited
Leadership and Teambuilding Skills: for Enhancing Motivation and Behavior
http://www.slideshare.net/FastFix/leadership-and-team-building
New Team Leader Work Book: A Guide for New Teams and Newly Appointed Leaders
http://www.slideshare.net/FastFix/new-team-leader-workbook
Insights Into Work Life Balance: Empowering MegaCorp (the slides)
http://www.slideshare.net/FastFix/empowering-mega-corp-slides
Insights Into Work Life Balance: Empowering MegaCorp (the fable)
http://www.slideshare.net/FastFix/empowering-mega-corp-4956999
Working With People: Six Core Principles
http://www.slideshare.net/FastFix/working-with-people
What To Say To Build Relationships
http://www.slideshare.net/FastFix/what-to-say-to-build-relationships
Job Interviews
How to Mind Read Your Interviewer: To Get the Job Offer
http://www.slideshare.net/FastFix/how-to-mind-read-the-interviewer
Learn to Mind Read the Interviewer: To Be Your Best At Job Interviews
http://www.slideshare.net/FastFix/learn-to-mind-read-the-interviewer
Career Development: A Fifty Year Process
http://www.slideshare.net/FastFix/career-development-a-fifty-year-process
Job Interview Skills Work Book
http://www.slideshare.net/FastFix/interview-skills-clinic-work-book-for-slide-share
Job Interview Skills Clinic (the slides)
http://www.slideshare.net/FastFix/interview-skills-clinic
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