This document provides training materials for project managers on slide writing. It covers topics such as structuring information in slides, choosing appropriate graphs, telling a story with slides, and principles of effective slide design. The learning objectives are to help trainees communicate project results through clear and impactful slides by developing structured communication skills. Examples of good and bad slides are provided to illustrate concepts.

1. 1
Training: Slide writing
Training materials for Project managers

2. What do you find in the training materials for project
managers
Pyramid
thinking,
structuring
What makes slide
look good
Choosing right
graph
Telling story with
slides
Focus of this document
Hypothesis driven
approach
Structured thinking
Structured analysis
and workplaning
Slide-writing and
story-telling
Technical
Powerpoint &
ThinkCell
Presentation
skills & meetings
management
Everyday
project
management
360 communication
Find your style
Managing team
expectations
Collaboration and
group work
Technical abilities
of PowerPoint
Quickly making
slides
Principles of
graphical
excellence
Making graphs and
timelines easy with
ThinkCell
Delivering key
messages
Public presence
Managing meeting
and your time
effectively

3. Learning objectives
 In this training session you will …
• Learn how to communicate about project results in written form (slides)
• Start recognizing good and bad slides look (from highest standards point)
• Understand the value of clear and impactful slide and golden rules to make it
• How to communicate top-down and build your slide story
• Continue developing of structured communication skill
• Practice these core skills
Overarching goal is to work & communicate in written
as efficiently and effectively as possible

4. Example tables from networking
SACK (Multiple Sources)
LT-TCP (Multiple Sources)
Bad slide example

5. 23 high cost groups identified covering 77% of total costs and
396 processes
Collection
Internal Services
Capturing
Pre-
processing
Establish/
Process
Account
Administrat
ion
Delivery
Archiving
Payment/
Settlement
Customer
interaction
>1% of Total Cost
<1% of Total Cost
Corporate Action
Securities Control & Services
Registrar
Trust & Agency Services
xx
xx%
xx
xx%
xx
xx%
xx
xx%
Corporate Trust
Services
Administration
CL & ST/LT Loan Processing - Corporate
CL & ST/LT Loan Processing - Retail
ECU (Corporate, Retail)
LQD Processing
Over Draft (O/D)
BOT Disbursement
Legal Documentation
Security – Bkk&Upcountry
Trade Finance
Credit Bureau Management
Insurance
xx
xx% xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
Credit Ops
Treasury Operations
Funds Administrator
Foreign Cheque Operation
Remittance and Exchange Operation
Retail Capital Market Operation
Non-Resident Baht A/C Processing Control
Funds Operations
Control and MIS xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
Treasury &
Funds Mgmt.
Common Process
Export L/C Processing
Customers/Bank File
Import Bill Processing
Import L/C Processing
Packing Credit Processing
Remittance
Trust Receipt & Shipping Guarantee Processing
Export Bill Processing
xx
xx%
xx
xx% xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
International
Trade
Secured Products Collection
Planning and Control
Unsecured Products Collection
Agency Management xx
xx%
xx
xx%
xx
xx%
xx
xx%
Administration
Authorization
Card Distribution
Customer Support
Merchant Chargeback
Merchant Payment & Support
New Application
Payment, Reconcile & Settlement
Pin Distribution Cardholder Chargeback
xx
xx% xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
23.5
2.3%
xx
xx%
xx
xx%
Card Operations
Direct Debit/Credit & Bill
Payment
Cheque Issuance and Domestic Transfer
ATM/CDM Refund Card Production
Centralized Accounting
Check Book Production
PS Administration
Customer Data Operations
Swift Administration
E-Card Data Operations
Cheque Processing &
Clearing
Bahtnet Remittance &
Smart Operations
Cash Services
xx
xx% xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
xx
xx%
Payments &
Settlements
% of total
costs
Total cost
(M Bht)
Bad slide example

6. Plant # 1 Plant # 2 Plant #3 Plant #4
Production
SPM SPM SPM № 1
SPM №3
SPM №4
SPM №5
WPM
WPM №2
B
OHF EAF
0
50
100
150
200
250
300
WPM B
81,7%
17,1%
782,2$/tn 677,2$/tn
2 633 FTE 769 FTE 9 743 FTE 3 512 FTE
77,8 tn./FTE 104,18 tn./FTE 78,4 tn./FTE 56,7 tn./FTE
20 908 $/FTE 23 447 $/FTE 38 417 $/FTE 8 953 $/FTE
Optimization potential of production capacities
Closure of the three welding pipe mills will require restructuring of the plant 4
0
100
200
300
400
500
600
700
P#3 (SPM
№ 4)
P#3 (SPM
№ 5)
P#3 (SPM
№ 1)
P#3 (SPM
№ 2)
P#2 P#1
33,6%
36,4%
26,6%
34,5%
76,1%
68,7%
268,6$/tn 225,1$/tn
299,8$/tn 276,5$/tn
476,6$/tn 338,8$/tn
тыс. tn. p.a.
0
100
200
300
400
500
600
P#4 (WPM№1) P#4 (WPM№2) P#3 (WPM№2) P#4 (WPM№3)
19,0%
0,1%
16,6%
90,4%
71,8$/tn
60,5$/tn 253,5$/tn 63,6$/tn
?
?
?
?
?
?
WPM №1
WPM №2
WPM №3
Bad slide example

7. Government Debt as % of GDP
Source: Ministry of Finance
105.1%
83.2% 86.7%
77.1%
70.1%
56%
50%
60%
70%
80%
90%
100%
110%
1997 1998 1999 2000 2001 2002
Bad slide example

8. The basics of a good slide
Slide Format Rules
• Each slide should make one key point, which is expressed in a clear way
• Titles should clearly state the conclusion (insight) contained in the slides
• The slide body should prove point stated by title, with key point highlighted
• Units of measurement must be included in titles/on axes
• Sources should always be identified
• All presentation slides could be seen by each member of auditorium
• Text slides should contain no more than 5-7 dash points and 60-80 words
Simple rather than complex, interesting rather than bland

9. Tasks
Phases: Analyzing Organizing Communication
• Collect
information
• Analyze
current
situation
• Explain key
idea/result
• Discover
connections
Time
Substance
• Document
• Present
• Convince
Form
Role of slides grows as project progress
D
e
l
i
v
e
r
a
b
l
e
Time

10. All slides contain three main parts
Title
Support for main point
Transition to next slide
• Words
• Table
• Schematic
• Graph(s)
Main point of the slide
May be verbal
Margins and white
space are also
important – they
separate ideas and
set structure on the
page

11. Titles, sub-titles and takeaways serve unique purposes
Not just different locations, but different functions
Title
Sub-title
Takeaway
Questions answered for
reader...
What is the point?
• Titles alone should tell your story
• Titles should make compelling
point to engage the audience
What am I looking for in the
body?
• Sub-titles should guide readers
attention to what is most
important on the slide
• Should help the reader to
interpret the slide
So what? What next?
• Takeaways make an inference
that is not obvious on the slide
• Or a connection to where you're
heading
...and for you
What is the key implication from the
data/analysis shown on this page?
How does this slide fit into my
story?
What is most important here?
Is there an inference here that is
beyond obvious?
Does this lead to the next step in
my story?

12. Good titles help you organize your story
 Sample slide titles:
• Total promotional spending
• Realized prices over time (I)
• Realized prices over time (II)
• Merchandise margin over time
• Markdown growth versus sales growth (I)
• Markdown growth versus sales growth (II)
• Promotional intensity by department
• Three additional views of promotion
• Classification by 'intent' — markdown spending
• Classification by 'type' — markdown spending
• Classification by depth/duration — markdown spending
• Recommendations

13. Good titles help you organize your story
Great for your "elevator speech"
 Revised slide titles:
• Promotional spending has nearly doubled since 2006
• Resulting in lower realized prices overall
• Decline in realized prices most notable in core products
• Margin has also decreased, though less sharply
• Markdown growth has outpaced sales growth since 1999
• Markdown growth accelerating in almost every category
• However, promotional intensity varies by category, led by cereals
• Promotions can be categorized by intent, type, or depth/duration
• Intent: clearance represents majority of spending
• Type: percent discount accounts for largest share
• Depth/duration: short, deep markdowns represent ~50% of spending
• To stem spending growth, must apply strategic framework to decision-
making process

14. Slide body supports your point as clearly as possible
Require the viewer to do as little work as
possible to digest the slide
• Content should be clear and concise
• Flow should be logical and easy to follow
• Use graphics often and creatively
Guide the viewer's eye to what is important
• What information on the slide is most
critical to supporting the title?
• Especially important on high-content slides
Build logic level of detail consistently
within the slide
• Main points support the title
• Bullet points support each main point
Organize information in a way that is easy
to read
• Use parallel structure across first-order
points (i.e., consistent verb forms)
• Use parallel structure across bullet points
• Avoid using one bullet point — if there is
nothing else in the list it should be part of
the main point
Use columns where appropriate to
separate and organize information
• E.g., observations and implications
Use accent colors and shapes to highlight
a critical point or number
Test logic by reading only the main points
and asking if they support the title
Do bullet points support the respective
main point?
Objectives Techniques

15. Three golden rules
Tell it
graphically
Simply clear
Customize
message

16. Problem: pictures crammed with illegible detail

17. Don't decorate your slides!
Avoid extraneous graphics, no matter
how beautiful… If they do not add to your message

18. A graph says more than a thousand words
Instead of a table … … show a graph
Graphs make it easier to understand and remember!
Development of sales (Mio. DM) Development of sales (Mio. DM)
1970 1980 1990
0
50
100
150
200
A
B
D
C
Company 1970 1980 1990
A
B
C
D
70 100 195
110 130 150
20 30 90
40 60 120

19. In choosing the best chart form for quantitative
information, follow three steps
1. Determine the
message/point
2. Identify the
relationship
3. Select the
chart form
Data
The key to choosing
the appropriate chart
form is to be clear
about the specific
point you want to
make
The point will always
imply one of five basic
kinds of relationship:
1. components of a whole
2. ranking of items
3. changes over time
4. items within ranges
5. relationship(s) between
variables
The type of
relationship you are
illustrating will
determine which of
the five basic chart
forms you choose

20. Composition graphs: showing relative
size of components of a whole
Use pie chart for, for example
• Product mix
• Market segmentation
• Questionnaire responses
Use a stacked column or waterfall chart for
• Cost structures or cost structure
comparisons
• Regional market share comparisons
• Changes or differences in mix across
competitors
Use area chart if
• Evolution of a composition is the point you
want to make
• Data are continuous or cumulative
Pie
Area chart
Stacked
column
Waterfall

21. Basic operation of a bank
Example – stacked column
1. In order of decreasing liquidity
Source: Federal Reserve Bulletin
(%)
Bank
capital
Checking
accounts
Non-
transaction
deposits
Borrowings
Banks obtain funds
by issuing liabilities
such as deposits
that provide clients
with services or
interest …
… and also by
borrowing in both
capital and money
markets ...
Physical assets
Cash items in
process of collection
Securities
Commercial
Real estate
Consumer
Inter bank
Other
… they then use
these funds to
issue income-
earning assets
such as
securities...
… and loans
Loans
Interest
charged
on loans
and securities
Interest
paid
on funds +
operational
expenses
Profits

1
100 100

22. Pricing model overstates project returns
This waterfall includes the
intermediate (residual)
bars to allow more
complete annotation
• Density increased
through use of
numbers on bars,
WACC line, and
annotation
Example - waterfall
Source: Client pricing model
7,3 1,4
5,9
5,4
5,1
4,9
(0,2)
(0,3)
(0,5)
0
2
4
6
8
Real fleet IRR (%) (average)
WACC (6.4%)
Returns assuming
today's pricing
model inputs
Returns using
actual expense
levels
Returns assuming
actual revenue
profile
Returns including
non-fleet assets
Returns using
correct long-term
assumptions
Fully loaded
SG&A
Actual achieved
revenue profile
Nonfleet assets
($150M)
Long-term 35%
tax rate
Design thoughts

23. The number of students coming from American
schools in Brazil will be small
Example – stacked column
1. Estimate 2. Estimated weighted average 3. From questionnaire 4. Assumption
The proposition will have to be attractive to students from Brazilian schools
252
71 57
31
108
30
90
25
14
2
3
9
2
3
8
Other
nationalities
(20%)2
American
s
(24%)2
Brazilian
s
(56%)2
Students from
American schools in
Brazil cannot be the
primary target
Students
graduating from all
American schools
in Brazil
Interested in
business (31%3 of
all graduating
students)
Will apply (43%3 of
students interested
in business )
Will be admitted
(top 25%4 of
applicants will
be admitted)
Will choose our
school (38%3 of
those that are
admitted)
4501
14
0
6
0
6
1
5

24. Ranking: comparing performance of several
items at a point in time
Use a bar chart for
• Competitor comparisons
- reserves column charts for time series
comparisons
- leaves room for long labels on the left
axis
Use a column chart if
• Data are accumulated in discrete
occurrences
- eg, periods of production
Use an XY scatter chart for
• Understanding relationship between two
variables
Column
Bar
XY scatter
chart

25. Good density
of data
Companies
mentioned on the
title are
highlighted on the
graphic
Six companies distribute 52% of consumed energy
Cemig, Eletropaulo, Light, Bandeirante, CPFL and Copel
Example – column chart
23,8
22,0
20,4
16,7
12,0
11,3
9,8
7,3
6,5
5,7
3,8
2,8 2,3 1,9 1,4
0,7 0,3 0,2
30,9
0,2
0,3
0,5
1,0
1,8
2,1
2,5
2,8
3,2
3,9
5,8
6,2
6,5
7,2
7,4
37,5 37,5
0
5
10
15
20
25
30
35
40
Cemig
Eletropaulo
Light
Bandeirante
CPFL
Copel
Celesc
Elektro
Coelba
Celpe
AES-Sul
CERJ
CELG
Escelsa
CEEE
Coelce
RGE
Celpa
CEB
Cemat
Enersul
Cosern
Manaus
Cemar
Saelpa
CEAL
Energipe
Cepisa
CFLCL
Celtins
CELB
CENF
Boa
Vista
CPEE
Sulgipe
Other
companies
0
5
10
15
20
25
30
35
40
Energy (KGWh/year)
Electricity distribution market in Brazil (2000)
Number of consumers2 (M)
1. Not associated with ABRADEE 2. Residential, Commercial, Industrial and Rural
Source: ABRADEE
Design
thoughts

26. Almost half of projected sales growth comes from
agproducts and petroleum equipment divisions
Example – column chart
Source: 1998 client budget and 1999-00 plan review
By designing y-axis as absolute
change (not CAGR percentage), this
display shows which divisions drive
overall corporate top-line growth
Bar chart structure helps read the
labels naturally (horizontally)
Coherence increased via use of
accent colors
Use of 'other' to consolidate small
businesses allows display to be
self-documenting, at the expense of
some clutter
Design thoughts
125
280
-31
-23
-6
4
5
6
5
9
14
18
19
21
23
25
32
42
56
52
77
86
-50 0 50 100 150 200 250 300
Ag prod
Petro equip
Freezer
Europe
Europe 2
Food sys
FT&M
Process add
Pharma
SOFEC
Phosphorus
Food
Crosby
Mat'l
Act ox
Bio
Hyd peroxide
Citrus
Ag mach
Food proc
Lithium
Airport
$M
Sales change in dollars, 1996-2000

27. Time series: showing how performance varies over
time
Use a column or stacked column chart if
• Short series: fewer than ten or so time
periods
• Data are accumulated in discrete
occurrences
Use a line or area chart if
• Long series: more than ten or so data
points/periods
• Data are continuous or cumulative
- eg, number of stores
• Trends (ie, slopes) are the point you want
to make
Use white space chart
• Demonstrate idle time in process
Column
Line chart,
Area chart
White space
chart

28. Company owns the three most important brands
Example — line chart
2,5 3,8 4,7 5,3 5,2 6,6 7,4 8,3 8,8 8,8
8,0 8,2
13,2 14,1 15,6 16,6 15,4 14,1 11,9 13,7
13,2 14,2
16,1 14,8
18,2
20 22,4 25,8 32
32,6
33,2 31,9
31,8 31,2
29,3
26,2 22,9
24,5
22,7
22,1
30,3 27,7
28 28,8 23,5 20
15,7
14,6
13,7
15,1
0
20
40
60
80
100
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Sales % of total
A, B and C are
company's brands
A
B
C
D
E
Source: AC Nielsen (2000, 2001)

29. Relative stock prices of packaged food companies
-75%
-25%
25%
75%
125%
175%
Jan-00 Jan-01 Jan-02 Jan-03 Jan-04 Jan-05
Wide variability in shareholder returns
Indexed(3)
1. Yahoo! 22 Non 2005; based on trailing twelve months; Nestle's P/E estimate for 2005 by SG Cross Research 2. Total shareholder return (compounded annually 2000-2004); Value
Science Center research 3. S&P 400 packaged food and meat index
Source: Yahoo!; company 10k's
PE(1)
(ttm)
TSR(2)
(00-04)
Hershey
Wrigley
Kellogg
Gen. Mills
Heinz
Kraft
Sara Lee
Campbell
26.8
29.0
19.2
14.6
17.3
20.1
20.4
18.1
20.9%
12.6%
11.2%
9.7%
5.3%
n/a
5.0%
(2.3%)
Nestle 18.0 9.5%
Index(3) 17.0 8.9%
Clear
winners
Next
Tier
What are the key differentiators of performance?
15983-14-Increasing the impact of our slides-Jan07-MD_v2.ppt
Example – line chart

30. Framework for CPE business is changing rapidly
Market demand for equipment, services and applications
Historical Projected
Revenue ($B)
Year
Example — area chart
By using
parallelism and
adding one layer
of richness at a
time, the series
makes its point
more effectively
0
2
4
6
8
10
12
14
16
18
20
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
New equipment
After-market
Maintenance
Applications
Geography
Design
thoughts

31. 9
55'
2 h
15'
1 h
20'
1 h
15'
1 h
10'
2 h
30'
2 h
15'
1 h
20'
1 h
15' 15' 20'
1 h 1 h
5' 15'
1 h
1.5 day
20'
1 h
10'
1 h
15' 20'
3 h
Elapsed time: 4.5 days
Process time: 5.5 hours
White space: 85%
1 h
FO complete
application
CFS check
document and
verify signatures
FO rework if info incomplete
CFS check and sign
BM check and
sign approve
Send to IBC
IBC FO check complete
If incomplete, request from
IBC FO check complete again
IBC CFS check and sign
IBC chief
Fax or online line to HO telecom
IBC receive L/C
copy check
If HO misenter L/C, fax to amend L/C
Wait for mail Wait for fax
Send L/C by SWIFT
Photocopy and send
Check and send
5'
Notify
customer
Back Office Process Time
Customer Process Time
Elapsed time: 2.3 days
Process time: 4.3 hours
White space: 77%
Elapsed time: 2.2 days
Process time: 1.2 hours
White space: 94%
Total Process Time
Multiple checks cause
unnecessary delay
Need to reduce multiple hand-offs and checks
Example: Import LC White Space at Branch — IBC

32. Distribution: showing a whole decomposed
in quantitative ranges
Use a histogram to
• Show distribution in quantitative ranges
Use a variwide chart to
• Show size of quantitative ranges
Use a map in combination with bubbles to
• Show geographical distribution
Histogram
Map with
bubbles
Variwide

33. US: $251m
Canada: $13m
Honduras: $2m
New Zealand:
$7m
Mexico: $3m
Japan: $2m
Dom Rep: $1m Hong Kong: $1m
Swaziland: $1m
Guatemala: $2m
Australia: $17m
UK: $247m
Norway: $67m
Sweden: $55m
Italy: $8m
Netherlands: $5m
Spain: $5m
Romania: $2m
Iceland: $1m
Lithuania: $1m
Denmark: $21m
Finland: $15m
A loose federation of 27 'members'
united by a common mission and brand
... but divided by different donor markets and requirements,
different views about food aid, sponsorship and advocacy
Source: Preliminary Save the Children Data (2004) – requires verification/update
Example – map with bubbles

34. Daiwa a full-line fishing reel player with #3/#4
positions behind more focused competitors
Example — variwide
This "variwide" design is useful to
summarize market structure
across related segments
• Area = overall market share
Coherence increased by
data ordering
• Largest-to-smallest
producers going up within
segments
• Largest-to-smallest segments
going across segments
Density increased through direct
data labels
• Company names
• Share/size data
Baitcast
21%
Spincast
29%
Fly
7%
Trolling
2%
1990 segment share
(percentage of reel market units)
Other
(9%)
Daiwa
(10%)
Zebco
(10%)
Penn
(71%)
Shake-
speare
(17%)
Penn
(15%)
Orvis
(13%)
Daiwa
(10%)
Johnson
Mitchell
4%
Other
(41%)
Shimano (11%)
2007 supplier share (%)
Spinning
41%
Other (17%)
Zebco (21%)
Shimano (22%)
Daiwa (16%)
Shakespeare (8%)
Penn (8%)
Johnson
Mitchell 8%
Other (13%)
Zebco (70%)
Johnson
Mitchell 12%
Daiwa (5%)
Johnson Mitchell
Other (17%)
5%
Daiwa (11%)
Zebco (22%)
Abu Garcia (34%)
Source: marketing dept
Design thoughts

35. Correlation: showing relationship between
two or more variables
Use an XY scatter chart for
• Point regressions
- do not show regression line if slide is for
exploratory purposes
- but include it if you are sure of the point
you want to make
• Understanding relationship between two
variables
Use a bubble chart for regressions where
• A third dimension is required (eg, sales)
• Bubble size always refers to size-related
variable (eg, assets, but not profitability)
• You want to understand performance of a
portfolio of products
Use a spider chart for
• Gap analysis along multiple dimensions
- perceptions versus reality
- company versus competitors
Spider chart
XY scatter
chart
Bubble chart

36. Tool illustration 2: ready-willing-able audit
-
1
E
+
18 Appropriate resources
to implement the merger
17 Right HR systems and
competencies
1 Merger rationale
is understood
Able
Ready
Willing
2 Need for strategic
alignment is high
3 The objectives and
threats are clear
4 Competitors will
outperform us otherwise
5 Need to merge and align
organizations is high
6 Merger will help to increase
efficiency and
effectiveness
7 NewCo organization and
strategic objectives are
clear
8 Shared view on
urgency to realize
integration
11 We will build a
common culture
12 No sacred cows
13 Difficulties and
constraints are
clearly addressed
14 Full and
active
support
from
managemen
t
15 Feel projects
are well structured
19 Management has
skills needed
20 Right organization
culture to succeed
21 Everybody knows
how he can improve
22 Sufficient measu-
rement systems
23 Right support
services to
facilitate
merger
24 Appropriate long
Term/short term actions
25 Quick and good
decision making
At project launch
At redesign launch
At implementation kick off
1 Strongly disagree
2 Disagree somewhat
3 Uncertain
4 Agree somewhat
5 Strongly agree
16 Organization is open
and willing to change
9 Willing to redefine my
own role
10 Willing to make
significant commitment
Example – spider

37. 0
2
4
6
0 10 000 20 000 30 000 40 000 50 000 60 000
Health care spending increases with economic growth
GDP per capita (US$)
Total expenditure on health vs. GDP – comparison across countries1 (2003)
Expenditure per capita (US$K)
1. Argentina, Australia, Belgium, Brazil, Canada, Chile, China, Colombia, Denmark, Finland, France, Germany, Greece, Hong Kong, India, Indonesia, Ireland, Italy, Japan, Malaysia,
Mexico, Netherlands, New Zealand, Norway, Philippines, Portugal, Singapore, South Africa, South Korea, Spain, Sweden, Switzerland, Taiwan, Thailand, Turkey, United Kingdom,
United States Source: EIU
Indonesia Australia
Canada
Denmark
Finland
Greece
Hong Kong
Ireland
Italy
Japan
Malaysia
Mexico
Netherlands
Norway
Portugal
Singapore
South Korea
Spain
Sweden
Switzerland
Taiwan
Argentina
Brazil
Chile
China
Colombia
South Africa
Thailand
Belgium
France
Germany
United Kingdom
Turkey
United States
New
Zealand
Example – scatter

38. Lower-volume SKUs turn more slowly
Example – scatter
Source: Client database;
0,001
0,010
0,100
1,000
10,000
100,000
1 000,000
1 10 100 1 000 10 000 100 000 1 000 000
Annual shipments
(units)
Plant 'M' warehouse: inventory turns versus shipments
(January–May 1995)
Annual inventory turns (x)
Density improved through
annotated slope; example works
better than equation
Logarithmic axes permit 106
range of data to be displayed
clearly
Where are R2, x-average,
y-average?
• Are they needed?
Better to annotate outliers?
Example
Volume @ 1,000, turn 6x
Volume @ 4,000, turn 12x
Design thoughts

39. 0%
3%
6%
9%
0 10 20 30
Emerging markets: a potential source of inexpensive labor
Low cost labor markets are showing rapid industrial growth
Growth of industrial production (2001– 05)
Manufacturing compensation 2002 ($/hour)
Industrial
GDP $500B
China
Russia
India
Thailand
Malaysia
Italy
UK
France
Canada
Germany
US
Japan
Taiwan
Korea
Spain
Indonesia
Low cost, fast growth
industrial GDP:
$1.1 trillion
Medium cost, solid growth
industrial GDP:
$0.5 trillion
High cost and low growth
current industrial GDP:
$6.2 trillion
Source: Desk research
Example – bubble

40. Checklist for graphs
1. All axes labeled
2. Units defined
3. Years given
4. Abbreviations correct and consistent
5. Source declared
6. Title contains message or So what
7. Content of graph is given
8. Consistency of numbers, terms, definitions etc.

41. Diagrams illustrate qualitative information
Positioning grid Map Conceptual
Process flow Planning
Organization chart
Tree
Heading
(A$m)
Heading
(A$m)
Heading
(A$m)
Heading
(A$m)
Heading
(A$m)
Heading
(A$m)
Heading
(A$m)
ƒ
x
+
Profiles
xxx
xxx
xxx
xxx
xxx
Matrix
High
Low
Text
Low
High
X-axis
Y-axis
Text Text
Text
Harveys
xxx xxx xxx
xxx xxx
xxx xxx
xxx xxx

42. Process redesign: first-pass yield
Main sequence first-pass yield less than 1%
• Reschedule
job
- client
capacity
- customer
late with
materials
- specs
change
1,000 1,000 250 138
3
• Rework
quote,
resend to
customer
• Lose job
• Customer
pulls job
• Reschedule
job
- client
capacity
• Billing
problems
• Payment
delays
Customer
need
Quote
generated
Quote
accepted
first pass
Job
scheduled
first pass
Job
completed
first
schedule
date
Jobs
billed
correctly
first time
Customer
pays on
time
25% 25%
55% 92% 10%
Example — process flow
Design thoughts
The key design choice for this
display is to define the states
along the main sequence
• Quote accepted
• Job scheduled
• Job completed
• etc
Source: Sales division; Credit department interviews
75% 45% 75% 8% 90%
34 31

43. Customer
Technician
Grid
operator
Sub-
contractor
Initial
customer
interest
Finalize
contract
Schedule
appointments
Notification
of
completion
Invoice
Receipt
of order
Planning
Service
coordin
ation
Hookup,
meter
installation
Docume
nt-ation
Invoicing
Data capture,
creation of
project file
Technical
planning,
offer writing
Material
planning
Billing of
services,
invoicing
Hook-
up
Meter
instal-
lation
Survey
Rework
Paper
documentation
Coordination
problems
Paper
documentation
Redundant
data storage
No link
to SAP
Better systems needed to optimize new
customers hookup
Example – process flow
Significant rework and coordination problems would be avoided

44. Ballooning working capital and slowing sales
causing ROTC to decline
Example — driver tree
Source: Financial database
NOPAT margin (%)
10
9
11
8
6
0
5
10
15
2001 2002 2003 2004 2005
Sales ($M)
125
125
135
115
100
0
50
100
150
2001 2002 2003 2004 2005
Fixed capital ($M)
55
45
40
35
40
0
20
40
60
2001 2002 2003 2004 2005
Net working capital ($M)
50
40
30
25
20
0
20
40
60
2001 2002 2003 2004 2005
NOPAT (%)
13
11
15
9
6
0
5
10
15
2001 2002 2003 2004 2005
Capital employed ($M)
105
85
70
60
60
0
50
100
150
2001 2002 2003 2004 2005
Return on capital (%)
12
13
21
15
10
0
10
20
30
2001 2002 2003 2004 2005
A special example of small multiples
design: by arranging display so that
quantities relate mathematically, this
driver tree allows the reader to trace
effect back to its various causes
• CAGRs numbers on lines add
density
x
+

 +4%
CAGR 6%
CAGR 8%
CAGR 26%
CAGR 20%
CAGR 15%
 +2%
Design thoughts

45. Tables are also used to display
quantitative and qualitative data
 Use a table when
• You have too many relationships for a graph
• You want to make your calculations explicit
• You want to emphasize individual values
⌐ either words — types of distributors
⌐ or numbers
 Take extra care to ensure that your tables are clear and readable
• They can easily become cluttered, obscuring the message

46. Addressable biomedical R&D market ~$17B
Based on CMC, overhead, FTE and Capex assumptions
Pharma
Public
Biotech
Private
Biotech
Academic
(Fed funds)
Academic
(non-Fed
funds) Institutes Fed Research
Total $33.5B $15.7B $4.1B $14B $8B $6B $4B
Adjustments
- Clinical/CMC (%) 70% 60% 50% 25% 25% 25% 25%
- Overhead (%) 15% 15% 15% 50% 40% 40% 40%
- FTEs $5.4B 2.5 0.7 2.2 1.3 1.0 0.6
+ Cap Ex $0.9B 0.4 0.1
Addressable $4.0B 3.2 1.2 3.0 2.3 1.7 1.2
Pharma
Public
Biotech
Private
Biotech
Academic
(Fed funds)
Academic
(non-Fed
funds) Institutes Fed Research
Total $34.4B $16.1B $4.2B $14.0B $8.0B $6.0B $4.0B
Adjustments
- Clinical/CMC (%) $23.5B 9.4 2.1 3.5 2.0 1.5 1.0
- Overhead (%) $1.5B 0.9 0.3 5.3 2.4 1.8 1.2
- FTEs $5.4B 2.5 0.7 2.2 1.3 1.0 0.6
+ Cap Ex $0.9B 0.4 0.1 0.0 0.0 0.0 0.0
Addressable $4.0B 3.2 1.2 3.0 2.3 1.7 1.2 $16.7B
Total
Assumptions
Calculations
Source: PhRMA, SEC filings, BIO, Burrill, NIH, NSF.

47. Several recent examples of banks benefiting from s-
curve effect through acquisition
Recent examples of banks earning more than fair share of deposits when expanding in a geographic area
(1) Wachovia actually decreased branch share from 18 to 17%, by strategically closing several First Union branches
Note: Analysis of deposit share winners limited to select examples of successful deposit share takers: not comprehensive of all banks undertaking aggressive branch expansion efforts
Source: SNL;
Bank MSA Branch share gain (%)
Deposit share gain
(%)
Deposit increase
coefficient
SunTrust Atlanta, GA
13 → 15
(58 de novo /74)
16 → 26
($14B deposits)
4.1
RBS Boston, MA
13 → 15
(38 de novo /74)
14 → 21
($10B deposits)
3.2
Wachovia Miami, FL
18 → 17
(23 de novo /62)
16 → 21
($13B deposits)
N/A(1)
RBS Philadelphia, PA
10 → 11
(24 de novo /72)
9 → 12
($5B deposits)
2.6
US Bank Sacramento, CA
7 → 10
(19 de novo /19)
8 → 12
($2B deposits)
1.2
Commerce Philadelphia, PA
5 → 7
(37 de novo /37)
8 → 11
($6B deposits)
1.0
Bank of Choice Greeley, CO
6 → 7
(2 de novo /2)
6 → 12
($200M deposits)
6.3
Citi San Francisco, CA
4 → 9
(3 de novo /70)
3 → 10
($14B deposits)
1.9
Flagstar Bank Detroit, MI
2 → 5
(37 de novo /37)
2 → 8
($5B deposits)
2.0
2.8
Average

48. Word slides have several uses
 To introduce a topic or idea
 To summarize findings, recommendations
 To lead audience through logic flow
• Not used for proof, except for interview quotes
 To present qualitative information
• Most concepts can be effectively presented in words
 To present very simple data
• But don't bury numbers in slide — difficult for audience to grasp the meaning

49. Agenda
Practical exercises

50. U.S. companies/institutions spend nearly
230B per year on appearance and maintenance
(1) Costs associated with cleaning work areas, restrooms, cafeteria and support space
(2) Preventive and remedial upkeep and repair of a building and its
components (HVAC, electrical, plumbing, painting)
(3) Costs associated with exterior maintenance such as landscaping and grounds,
roadways and parking facilities; estimated from a 20-4 IFMA study
(4) Waste removal, asbestos abatement, etc.
(5) Department of Energy estimates for gross sq. footage from 2004 and 2005 or
Progressive Grocer estimates; projected to 2007
(6) Costs estimated from a 2004 IFMA study
(7) Costs estimated from SCJ analysis and retail & service IFMA estimates; sq. ft.
estimated from Progressive Grocer estimates and analysis, interviews
(8) Costs based on $ as a percentage of sales data from NRA and analysis
(9) Costs assumed to be similar to consumer goods manufacturing
(10) Costs estimated as a weighted average of manufacturing excluding food/high
tech/pharma/chemicals
(11) Estimated by applying IFMA %'s from total sq.ft. to rentable sq.ft. for each category
from 2006 study
(12) Manufacturers with revenue >$100M
(13) Based on NCES; ASU 2006 cost study; APPA; analysis
(14) Includes ambulatory surgery centers; gross sq. ft. estimated from various health care
sources and analysis
(15) Sq. ft. estimated from Chain Store Guide Publications and analysis; costs estimated
from SCJ/ analysis and retail and service IFMA estimates
Note: IFMA sample sizes very small; cost estimates for rentable space inflated to 2007
Source: International Facility Management Association, 2006; Dun and Bradstreet Market
Identifiers (2007); Statistical Abstract of the U.S. 2007; U.S. Department of
Commerce; interviews; analysis`
Services
• Office
• Hospital/Long term care(14)
• Other health care
• Lodging/Hotel(6)
• Food retail(7)
• Disc/Mass merch/Dept(15)
• Food service(8)
• Other retail & service
Manufacturing
• Food(9)
• High Tech/Pharma/Chem
• Large gen manufact.(10,12)
• Small gen manufact.(10)
Institutions
• Education (public &
private)(13)
• Government
Total/average
9.5
2.7
0.6
2.0
1.0
1.5
1.3
10.6
12.5
1.1
0.9
1.4
9.1
11.7
7.1
60.5
1.30
1.60
2.00
1.20
2.50
1.00
3.70
1.00
3.00
2.50
0.50
0.80
1.20
1.20
1.20
8.1
2.2
0.5
1.7
0.9
1.3
1.2
8.8
10.
0
0.8
0.7
1.1
7.4
11.
1
6.0
51.
8
1.80
1.90
1.80
2.00
4.60
0.90
3.30
3.20
3.80
6.00
5.00
5.50
1.00
1.40
2.60
0.30
0.20
0.20
0.20
0.70
0.70
0.70
0.70
0.30
0.50
0.40
0.40
0.20
0.30
0.40
0.10
0.30
0.30
0.30
0.40
0.40
2.60
0.40
0.40
0.50
0.30
0.30
0.00
0.20
0.30
3.50
4.00
4.30
3.70
8.20
3.00
10.30
5.30
7.50
9.50
6.20
7.00
2.40
3.10
4.40
10
3
1
2
2
1
4
9
2
2
1
6
13
7
63
14
4
1
3
4
1
4
28
3
4
6
41
12
8
133
3
1
<1
<1
1
1
1
6
<1
<1
<1
2
2
2
19
1
1
<1
1
<1
1
3
3
<1
<1
<1
2
<1
1
13
28
9
2
6
7
4
12
46
5
6
7
51
27
18
228
Industry type
Total
gross sq.
ft. in the
U.S.
(B)(5) Janitorial(1)
Mainten-
ance(2) Exterior(3)
Environ-
mental(4
) Total Janitorial(1)
Mainten-
ance(2) Exterior(3)
Environ-
mental(4) Total
Estimated annual spending per rentable sq. ft. ($/sq. ft.)
Rentable
sq. ft. in the
U.S. (B)(11)
Estimated annual spending ($B)
Exercise 1

51. Status of tourism and travel to NYC
 Tourism and travel related sectors are a $34B industry for NYC accounting
for more than 470K jobs
 Visitors spend $14.5B in NYC (excludes retail) and can be categorized into a
few key visitor segments
• International visitors account for $5.4B (37%) in spend and 6.8M (18%) visitors
• Overnight domestic (national) visitors account for $6.8B in spend (47%) and 11.6M (31%)
visitors
• Day trippers account for $2.3B in spend (16%) and 19M (51%) visitors
• Business travelers (both international and domestic) are a particularly valuable segment and
account for $6.5B in spend (45%) and 11.7M (31%) visitors
 Prospects for the industry had already weakened in the beginning of 2001,
prior to 9-11
• Visitor growth had begun to wane in 2001
• Upturn was not expected until Q3 of 2002
Source: NYC and Company data; D&B (2000);
Exercise 2

52. Market strengthening strategies vary across successful
branch expansions
Commerce strengthened Philadelphia position
with aggressive de novo branch strategy
Bank Commerce
Assets ($B) 38
MSA Philadelphia
Position in
market
#3
Strategy Build out position with de novo branches, aggressive
outreach to potential government clients, and extended
hours across all city branches
Result/
impact
Surpassed in-state rival PNC (#4) to gain top 3 position by
deposits; nearly 2x deposit share of #5 BAC despite roughly
same number of branches
7
11
8
5
Branches Deposits
+37
branches
%
share
+$6B
deposits
RBS (Citizens) went after Boston market with
combined de novo/acquisition strategy
Bank RBS (Citizens)
Assets
($B)
165
MSA Boston
Position in
market
#2
Strategy Focus on customer service and convenience (significant
supermarket presence) underpins acquisition of several small
banks as well as 35+ de novo branch openings
Result/
impact
Solidified position as #2 bank (>20% of deposits) behind BofA,
chipping away at BofA position following Fleet acquisition; #3
Sovereign & #4 TDBankNorth well below RBS and BofA
despite bank openings/acquisitions
15
21
14
13
Branches Deposits
+74
branches
%
share
+$10B
deposits
Flagstar used de novo stand-alones to
supplement established in-store position
Bank Flagstar
Assets ($B) 15
MSA Detroit
Position in
market
#4
Strategy Enhance retail presence by tripling # of branches and focusing
on urban stand-alones (to boost name recognition) to
supplement traditional in-store format (mostly in suburban
Wal-Marts)
Result/
impact
Surpassed Fifth Third, Nat’l City, and Charter One
(RBS) with above fair share of deposits, solidifying
top 5 position
5
8
2
2
Branches Deposits
+37
branches
%
share
+$5B
deposits
Citi entered San Franc-co with acquisition, used
scale & brand to grow deposits beyond share
Bank Citibank
Assets($B) 1,494
MSA San Francisco
Position in
market
#3
Strategy Leverage national brand strength and broad product array and
aggressive deposit pricing to grow retail business beyond scope
of acquired bank; blitz marketing campaign to minimize attrition,
attract new customers
Result/
impact
Rose above WaMu & UnionBank to top 3 position in fiercely
competitive market; double-digit deposit share despite approx
same number of branches as #5 WaMu
9 10
3
4
Branches Deposits
+70
branches
%
share
+$14B
deposits
2002 2005
Note: Market position is rank (by deposit) in MSA
Source: SNL; Company websites; Banking lit search
Exercise 3

53. Clear differences between Comapny’s and other markets
on four dimensions
Securities
(Trading, clearing and settlement)
SGX TWSE KSE HKEX ASX
NYSE,
NSC, DTC
NASDAQ
NSC, DTC
LSE
CREST
E. NXT
E. CLR
Derivatives
(Trading and Clearing)
SGX HKEX SFE
Other
Asian(4)
CBOT
CME CH
CME EUREX
LIFFE
LCH
Investor Charge
• Exchange/Broker
Revenue profile
• Value/volume-
based
Liquidity provision
• Liquidity tiers
• Large trade
subsidy
Revenue/cost
alignment
• Bundled/
Unbundled
(1) On trading fees (2) On clearing fees (3) On settlement fees (4) TAIFEX, KOFEX, OSE, TIFFE
Source: Exchange benchmarking
Exchange
Broker
Value
Volume (shares/derivatives contracts) Tiered rates
Fee cap
Mostly Bundled Unbundled
Mostly unbundled
(2)
(3) (1) (1 - 2)
(1)
(1 - 2)
(1 - 3)
(1)
(1) (1)
(2)
Activity (order/trade/movement)
(2)
Exercise 4

54. While detailed feedback
regarding the initial
value chain
assessment, filters and
outputs included in the
document will be
welcome, these
comments will be
deferred until each of
the major discussion
points have been
addressed
Although a significant
amount of detail has
been included in this
ExCo submission, the
priority of the ExCo
session will be to
discuss the fundamental
requirements of the
project
Proposed Discussion Points for ExCo
Objectives for the Project - Has consensus been achieved regarding the primary objectives for
the sourcing strategy? Is there general agreement that the primary driver is to increase cost
efficiencies across the Group?
Overall Project Approach - Is there a general level of comfort regarding the proposed approach
to the project? Do the six phases adequately address each of the elements of the overall
project? Does the sequencing appear reasonable? Is the proposed timeline realistic?
Value Chain/Filtering Methodology - Is there merit in the value chain approach / assessments?
Do the questions contained within the three filters adequately address the major issues? Is the
filtering methodology effective in highlighting key areas of opportunity?
‘Bandwidth of the Organisation’ - Does the organisation have the bandwidth / capacity to take on
an exercise of this magnitude at this point in time? How do the requirements of this project impact
the demands of existing and planned major projects throughout the Group?
Use of Consultants - To what extent should consultants be used in this project? Is there
agreement regarding the proposed ‘consultant heavy’ diagnostic phase?
Executive committee meeting agenda
1
2
3
4
5
Exercise 5

55. Project leadership sees two key drivers of personnel
credibility: fact base mastery and clear communication
Ranking by
importance
for building
credibility (1-
10, inverted
scale)
Mastery of
accurate fact
base on their
module
Articulate,
concise verbal
presentation of
information
Thinking
through 2nd
order
implications/
linking analysis
to broader
business issues
Ability to think
on your feet/
incorporate
new info. in
real time
Judgment in
knowing when
to push on a
topic, when to
let it go
Ability to
provide
context to
clients about
entire project,
not just their
module
Ability to
engage clients
in work-
related, open
exploratory
dialogue
Personal
appearance
Ability to
engage clients
in casual
conversation
on appropriate
topics
Tier I drivers
Tier II drivers
Note: n = 38
Source: March 2002 Survey of Officers, Managers and Project Leaders
(Ordered by importance to building Associate credibility)
Body
language/
mannerisms
Importance for building credibility
0
1
2
3
4
5
6
7
8
9
10
Average
Median
Exercise 6

56. Agenda
Practical exercises - solutions

57. U.S. industries spend nearly $230B per year
on appearance and maintenance
Nearly $200B a year spent on interior
maintenance and cleaning
Service industries account
for more than half of spending
Many services still performed in-house; large appearance and
maintenance outsourcing opportunity within any customer segment
Source: International Facility Management Association; U.S. Department of Commerce; Dun and Bradstreet Market Identifiers; Statistical Abstract of the U.S.; interviews
133
63
19
13
0
50
100
150
200
Annual spending on appearance
and maintenance products and
services
$B
Interior
maintenance
(HVAC, electrical,
plumbing, painting)
Interior cleaning
Exterior
maintenance
Waste removal
114
69
45
0
50
100
150
200
Annual spending on appearance
and maintenance products and
services
$B
Service
industries
Manufacturing
Institutions
$228B
$228B Education 27
Government 18
General mfg. 58
High tech 6
Food 5
Offices 28
Food svc. 12
Retail 11
Health care 11
Lodging/hotel 6
Other 46
Exercise 1 solution

58. Transport and tourism-related sectors in NYC
Tourism, 2000 Passenger transportation, 2000
225 44 32 8 309
Jobs (K)
Revenue ($B)
28 73 21 39 3 164
9,4
6,2
2,7 0,4 18,7
0
4
8
12
16
20
Restaurants Hotels Attractions Travel
agents
Total
Revenue ($B)
5,9
5,2
1,4
2,7 0,4 15,6
0
4
8
12
16
20
Rental
cars
Passenger
airlines
Total
Car
service
Public
transport
Airports
Source: NYC and Company data; D&B (2000);
Exercise 2 solution

59. 5%
8%
2%
2%
Branches Deposits
7%
11%
8%
5%
Branches Deposits
Position-strengthening strategies vary
Examples of successful expansions
Bank Commerce
Total
assets
$38B
MSA Philadelphia
Position
in market
#3
Strategy Build out position with de novo branches,
aggressive outreach to potential government
clients, and extended hours across all city
branches
Result/
impact
Surpassed in-state rival PNC (#4) to gain top
3 position by deposits; nearly 2x deposit
share of #5 BAC despite roughly same
number of branches
Bank Flagsta
Total
assets
$15B
MSA Detroit
Position
in market
#4
Strategy Enhance retail presence by tripling # of
branches and focusing on urban stand-
alones (to boost name recognition) to
supplement traditional in-store format
(mostly in suburban Wal-Marts)
Result/
impact
Surpassed Fifth Third, Nat’l City, and
Charter One (RBS) with above fair
share of deposits, solidifying top 5
position
Commerce strengthened Philadelphia
position with aggressive de novo
branch strategy
Flagstar used de novo stand-alones
to supplement established in-store
position
+37
branches
% share
+$5B
deposits
+37
branches
% share
+$6B
deposits
2002 2005
Note: Market position is rank (by deposit) in MSA
Source: SNL; Company websites; Banking lit search;
Exercise 3 solution

60. Clear differences between Company’s and other
securities markets on four dimensions
Incidence of
charge
• Investor
• Broker
Basis of charge
• Value-based
• Volume-based
• Activity-based
Pricing levels
• Liquidity tiers
• Large trade
subsidy
Degree of
bundling
• Bundled
• Partially
unbundled
• Unbundled
(1) On trading fees (2) On clearing fees (3) On settlement fees (4) TAIFEX, KOFEX, OSE, TIFFE
Source: Exchange benchmarking
Securities (Clearing, trading and settlement)
SGX TSEC KSE HKEX ASX
NYSE,
NSCC,
DTCC
NASDAQ
NSCC,
DTCC
LSE
CREST
Euronext
Euroclear
(1 - 2) (1 - 2) (1)
(2)
(1)
(3)
(1) (1 - 3) (1)
(2)
Exercise 4 solution

61. Proposed discussion points for ExCo
Objectives for the Project - Has consensus been achieved regarding the primary
objectives for the sourcing strategy? Is there general agreement that the primary
driver is to increase cost efficiencies across the Group?
Overall Project Approach - Is there a general level of comfort regarding the
proposed approach to the project? Do the six phases adequately address each of
the elements of the overall project? Does the sequencing appear reasonable? Is
the proposed timeline realistic?
Value Chain/Filtering Methodology - Is there merit in the value chain approach /
assessments? Do the questions contained within the three filters adequately
address the major issues? Is the filtering methodology effective in highlighting key
areas of opportunity?
'Bandwidth of the Organisation' - Does the organisation have the bandwidth /
capacity to take on an exercise of this magnitude at this point in time? How do the
requirements of this project impact the demands of existing and planned major
projects throughout the Group?
Use of Consultants - To what extent should consultants be used in this project? Is
there agreement regarding the proposed 'consultant heavy' diagnostic phase?
Although a significant
amount of detail has
been included in this
ExCo submission, the
priority of the ExCo
session will be to
discuss the fundamental
requirements of the
project
While detailed feedback
regarding the initial
value chain
assessment, filters and
outputs included in the
document will be
welcome, these
comments will be
deferred until each of
the major discussion
points have been
addressed
Sometimes too many words obscure the message
Is there on
Are we
comfortable
with
in
now
How
this
Do we agree
More involved solution: splice and dice
1
2
3
4
5

62. Executive committee meeting agenda
Project
objectives
Is there consensus on the objectives for the sourcing strategy?
Do we agree that the primary driver is to increase cost efficiencies?
Approach
Are we comfortable with the proposed approach to the project? Do the six
phases adequately address each of project elements? Is the sequencing
reasonable? Is the timeline realistic?
Value chain /
filtering
methodology
Is there merit in the value chain approach / assessments? Do the questions in
the three filters address the major issues? Is the filtering methodology effective in
highlighting key areas of opportunity?
Organization
bandwidth
Does the organisation have the bandwidth / capacity to take on this exercise
now? What is the impact on existing and planned major projects throughout the
Group?
Use of
consultants
Should consultants be used in this project?
Do we agree on the proposed ‘consultant heavy’ diagnostic phase?
1
2
3
4
5
Exercise 5 solution

63. Project leadership sees two key drivers of personnel
credibility: fact base mastery and clear communication
0 1 2 3 4 5 6 7 8 9 10
Mastery of accurate fact base on their module
Ordered by importance for building associate credibility
Ability to engage clients in casual conversation on appropriate topics
Personal appearance
Ability to engage clients in work-related, open exploratory dialogue
Body language/ mannerisms
Ability to provide context to clients about entire project, not just their module
Judgment in knowing when to push on a topic, when to let go
Ability to think on your feet/ incorporate new info. in real time
Thinking through 2nd order implications/ linking analysis
Articulate, concise verbal presentation of information
Ranking (10-1)
Tier I drivers
Tier II drivers
Note: n = 38
Source: Company Survey
Exercise 6 solution