Four Missing Elements in Your Project Managers

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Four Missing Elements in Your Project Managers

  1. 1. For:ByTodd C. WilliamsFour Elements…Missing From YourProject Manager’s SkillsetMay 6, 2013 ©2013 Copyright eCameron, Inc. 1
  2. 2. #1:Exchange Of Goods OrServicesMay 6, 2013 ©2013 Copyright eCameron, Inc.
  3. 3. How May Of You Are Salespeople?May 6, 2013 ©2013 Copyright eCameron, Inc.
  4. 4. How May Of You Are Salespeople?May 6, 2013 ©2013 Copyright eCameron, Inc.
  5. 5. How May Of You Are Salespeople?May 6, 2013 ©2013 Copyright eCameron, Inc.
  6. 6. May 6, 2013 ©2013 Copyright eCameron, Inc.Selling• Situation• Problem• Implication• Needs/Payoff
  7. 7. Selling•Situation•Problem•Implication•Needs/PayoffSPIN SellingMay 6, 2013 ©2013 Copyright eCameron, Inc.SPIN Selling, Neil RackhamNeeds/PayoffSituationalImplicationSProblemPIN
  8. 8. Selling•Situation•Problem•Implication•Needs/PayoffSPIN SellingMay 6, 2013 ©2013 Copyright eCameron, Inc.SPIN Selling, Neil RackhamSituationalSDo you have signature authority?
  9. 9. Selling•Situation•Problem•Implication•Needs/PayoffSPIN SellingMay 6, 2013 ©2013 Copyright eCameron, Inc.SPIN Selling, Neil RackhamSituationalSProblemPOur people are not motived?
  10. 10. Selling•Situation•Problem•Implication•Needs/PayoffSPIN SellingMay 6, 2013 ©2013 Copyright eCameron, Inc.SPIN Selling, Neil RackhamSituationalImplicationSProblemPIWithout being motivated, they misstheir deadlines.
  11. 11. Selling•Situation•Problem•Implication•Needs/PayoffSPIN SellingMay 6, 2013 ©2013 Copyright eCameron, Inc.SPIN Selling, Neil RackhamNeeds/PayoffSituationalImplicationSProblemPINThe last time they missed adeadline it cost use a penalty onour contract. That was $50,000.
  12. 12. #2:Gaining AgreementMay 6, 2013 ©2013 Copyright eCameron, Inc.
  13. 13. How We Look At NegotiationSept. 19, 2012 Todd C. Williams ©2012 eCameron, Inc.
  14. 14. NegotiationMay 6, 2013 ©2013 Copyright eCameron, Inc.Selling•Situation•Problem•Implication•Needs/PayoffNegotiation•Recognition•Planning•Explore•Propose/Barter•Execute
  15. 15. Negotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffWhat’s the Big Deal?May 6, 2013 ©2013 Copyright eCameron, Inc.Negotiation is part ofeverythingRunning a projectGetting a jobSignificant otherEven yourchild’s bedtime
  16. 16. Negotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffNeed A Raise?May 6, 2013 ©2013 Copyright eCameron, Inc.TwoVolunteers
  17. 17. Negotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffNegotiation ProcessMay 6, 2013 ©2013 Copyright eCameron, Inc.SPINquestioningprocess
  18. 18. Negotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffExploreMay 6, 2013 ©2013 Copyright eCameron, Inc.Negotiation Work Sheet1. What are the consequences of no agreement2. Short and long term hard cost3. Short and long term soft cost4. Short and long term hard benefit5. Short and long term soft benefit6. What do we still need to knowDesiresWrite it down!Determine your:Consequences of FailureWish listDetermine their:DesiresConsequences of FailureWish list
  19. 19. #3:Knowing The DirectionMay 6, 2013 ©2013 Copyright eCameron, Inc.
  20. 20. GoalsMay 6, 2013 ©2013 Copyright eCameron, Inc.Corporate GoalsInitiatives Initiatives InitiativesProjects Projects Projects Projects Projects ProjectsProjects ProjectsStrategy is defined in initiatives and deliveredthrough projects
  21. 21. May 6, 2013 ©2013 Copyright eCameron, Inc.Negotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffCorporateVision• Guide the way• Drive yourteam
  22. 22. FinancialIT Organization Strategy Map: Balanced Scorecard.May 6, 2013 ©2012 Copyright eCameron, Inc.Customer(Partner)InternalProcessesCompetency ContributionMaximizeshareholder returnsManage unit costs ofinformation technologyMaximize business unitvalue creationDeliver qualityserviceDo the right thingsat the right timeAchieve businessunit strategiesDemonstratecompetitive costsOperational Excellence Business UnitAllianceSolutions LeadershipLearning&GrowthSustain skills inenabling technologiesAttract and retainpeople with key skillsFocus on careerdevelopmentPromote a cultureof innovationCredibilityPropose and deliverenabling solutionsOptimize ITinternal processesImprove businessunit productivityManage servicequalityEffectivelysupportusersUnderstandemerging technologyapplicationsRealize scaleeconomiesDeliver onscheduleUnderstand business unitstrategiesStandardize platformsand architecturesGold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report,September 2001
  23. 23. FinancialIT Organization Strategy Map: Balanced Scorecard.May 6, 2013 ©2012 Copyright eCameron, Inc.Customer(Partner)InternalProcessesCompetency ContributionMaximizeshareholder returnsManage unit costs ofinformation technologyMaximize business unitvalue creationDeliver qualityserviceDo the right thingsat the right timeAchieve businessunit strategiesDemonstratecompetitive costsOperational Excellence Business UnitAllianceSolutions LeadershipLearning&GrowthSustain skills inenabling technologiesAttract and retainpeople with key skillsFocus on careerdevelopmentPromote a cultureof innovationCredibilityPropose and deliverenabling solutionsOptimize ITinternal processesImprove businessunit productivityManage servicequalityEffectivelysupportusersUnderstandemerging technologyapplicationsRealize scaleeconomiesDeliver onscheduleUnderstand business unitstrategiesStandardize platformsand architecturesGold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report,September 2001
  24. 24. FinancialIT Organization Strategy Map: Balanced Scorecard.May 6, 2013 ©2012 Copyright eCameron, Inc.Customer(Partner)InternalProcessesCompetency ContributionMaximizeshareholder returnsManage unit costs ofinformation technologyMaximize business unitvalue creationDeliver qualityserviceDo the right thingsat the right timeAchieve businessunit strategiesDemonstratecompetitive costsOperational Excellence Business UnitAllianceSolutions LeadershipLearning&GrowthSustain skills inenabling technologiesAttract and retainpeople with key skillsFocus on careerdevelopmentPromote a cultureof innovationCredibilityPropose and deliverenabling solutionsOptimize ITinternal processesImprove businessunit productivityManage servicequalityEffectivelysupportusersUnderstandemerging technologyapplicationsRealize scaleeconomiesDeliver onscheduleUnderstand business unitstrategiesStandardize platformsand architecturesGold, R. S. (2001). “Enabling the strategy-focused IT organization.” Balanced Scorecard Report,September 2001
  25. 25. #4:Getting Others To ActBecause They Want ToMay 6, 2013 ©2013 Copyright eCameron, Inc.
  26. 26. May 6, 2013 ©2013 Copyright eCameron, Inc.CorporateVision•Guide the way•Drive yourteamNegotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffLeadership•Leading your leaders•Leading your contributors
  27. 27. May 6, 2013 ©2013 Copyright eCameron, Inc.Leadership•Leading your leaders•Leading your contributorsCorporateVision•Guide the way•Drive yourteamNegotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/Payoff
  28. 28. Leadership•Leading your leaders•Leading your contributorsCorporateVision•Guide the way•Drive yourteamNegotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffProject Managers Are DifferentOctober 8, 2012 ©2012 eCameron, Inc.
  29. 29. Leadership•Leading your leaders•Leading your contributorsCorporateVision•Guide the way•Drive yourteamNegotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffProject Managers Are DifferentOctober 8, 2012 ©2012 eCameron, Inc.FunctionalManagement…… PeersSubordinatesProject managersare different thanfunctionalmanagement.
  30. 30. Leadership•Leading your leaders•Leading your contributorsCorporateVision•Guide the way•Drive yourteamNegotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/PayoffProject Managers Are DifferentOctober 8, 2012 ©2012 eCameron, Inc.ProjectManagementStakeholders…… PeersSubordinates
  31. 31. Leading PeopleOctober 8, 2012 ©2012 eCameron, Inc.Leaders Ask Subordinates:What do you need from me?Whats 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 contributorsCorporateVision•Guide the way•Drive yourteamNegotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/Payoff
  32. 32. LeadershipMay 6, 2013 ©2013 Copyright eCameron, Inc.Leadership•Leading your leaders•Leading your contributorsCorporateVision•Guide the way•Drive your teamNegotiation•Recognition•Planning•Explore•Propose/Barter•ExecuteSelling•Situation•Problem•Implication•Needs/Payoff
  33. 33. For More Information:Available in all majorbookstores… onlineand on the corner.ContactTodd C. Williams1-360-834-7361todd.williams@ecaminc.comhttp://ecaminc.com/index.php/bloghttp://linkedin.com/in/BackFromRedTwitter: @BackFromRedQuestions?Thank You!May 6, 2013 ©2013 Copyright eCameron, Inc.

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