This document discusses key aspects of ensuring project success, including: 1) The importance of alignment between all project stakeholders on the goals defined in the Statement of Work (SOW) and preventing "FoC ups" by acting as a unified team rather than separate groups. 2) The role of the project team as trusted advisors in gently guiding clients towards solutions that fit the SOW scope and leveraging the out-of-box capabilities of tools before considering customizations. 3) How to add value by teaching clients rather than just taking notes, helping clients maximize their return on investment by changing processes to fit the new tools where sensible.

1. ALIGNMENT
They can hire anyone to take notes…

2. FOC
You’ve all been to the training, but for a project to work, we have to make
a bunch of folks work as a team very quickly.
US

3. FOCUS
But there can be no FoCUS without US.

4. Definition: FoC
• FoC, Slang.
a) to bungle or botch; ruin.
b) to act stupidly or carelessly; cause trouble; mess up.
c) the sound made loudly by the CAL when they realize that we’ve promised
something impossible and not in alignment with our SOW.

5. No Pillars on a Project
We work as a team, not as a bunch of teams.
The PMs, BCs, and EAs are responsible for working together to drive the project to a
successful completion.

6. FOC
If we don’t act as a team, it’s just a FoCing mess.

7. SOW
The devil is in the details

8. Before FoCUS, there is the SOW
The SOW isn’t intended to define the specific solution we are providing to the client.
It’s there to give us direction as we, their implementation partner, help drive them
toward their stated goal.
It Defines:
• What the client needs help building.
• How much they want to spend.
• How long we have to build the solution.

9. The Spirit of the SOW
A lot of blood, sweat, and tears go into negotiating a Statement ofWork.
As with any signed contract, there is a “Spirit” of the agreement, even if every detail
isn’t spelled out.
As we turn project responsibility over to the CAL and team, we must ensure that
this Spirit is understood and all work drives the client toward both the stated and
unstated aspects of the SOW.

10. Transition Process Recommendation
Ensure alignment between CAL, PM, BC, and EA on customer needs as defined in
SOW by creating a formal turnover process prior to FoCUS.
• Plan for driving customer to a solution that fits their stated need.
• Plan for the need to push back and gently say no.
• Plan for handling the situation where mom says no so they go ask dad. (Clients and
vendors will find ways to work around you.)
In the situation where work begins prior to SOW completion, the team should
receive weekly updates on scope and responsibility changes, followed by a formal
turnover meeting when the SOW is signed.

11. SOLUTIONING
Solution selling leads to solution building

12. Humans
Human nature can be very interesting.
It doesn‘t allow us to start with a solution.We have to start with a discussion.
We include business stakeholders in these discussions who may or may not have
been part of the scoping and negotiations that went into the SOW.
They have their own ideas, their own pain points, and likely run agendas that don‘t
fit within the SOW.

13. NoteTaking
As humans ourselves, it’s easy to ignore the responsibility placed on us by our
clients.
We sit in endless meetings where seemingly every person in the company dumps
their hopes, dreams, and opinions on us.
In a perfect world, we would just write it all down with the expectation that the
client’s team is working together.
The reality is that they seldom work together and they need our leadership.

14. Solutions
Building a solution doesn‘t mean that we just go customize stuff.
We also help create processes and workflows that help the client use their new tool
efficiently.

15. TrustedAdvisor
They didn‘t hire us for our note taking skills.
They hired us to be the experts.
They expect us to make the project succeed.
Dazzle them!

16. DRIVINGTHE CLIENT
Gently saying no

17. Providing Direction
We have experience gained by working with dozens of organizations.
We are experts with the tools we are deploying for the customers.
We have FoCUS to lean on and reference.
Be the expert.
We set the direction and tempo of the project and ensure that we are focused on
the important tasks to make the client successful.

18. AddValue
How often do we get a “requirement” that is really just someone describing how
they work today?
“This customization is a requirement because Steve who copies content from a
Word doc into the CMS said so.”
Is there a way to do that same task without custom code?
Involve the business owner before accepting a customization. Help them
understand that there is a better way.

19. OUT OFTHE BOX
No development required

20. Out of the Box
If something is used “out of the box” there are no developer tasks associated with it.
The business team works with the client to teach them how to leverage the
capabilities of the platform.
These work streams can run in parallel with the development Sprints.

21. Maximize ROI
They bought the tool to leverage it. Not to recreate their current tool.
Ensure that they find the highest ROI possible by nudging them to fit within the
default capabilities where it makes sense.
Yes, they may need to change an approach or process to work with this new shiny
tool, but the long term benefits should offset any time spent doing it the
recommended way now.
And it frees us up to focus on building the truly high impact features that show off
our unique skills. (AKA the fun stuff!)

22. TEACH
Stretch yourself

23. Teaching is the best way of Learning
Don‘t just take notes.
Learn how the tools work.
Make and share recommendations.
Teach.
Add value to your project and be amazing!

24. END
Don‘t FoC up!