“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2015 Permission is granted to PMI for PMI® Marketplace use only Integrating People, Organizational, and Technical Skills

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only The position requires a hands-on, get-the-job-done, attitude.  You understand the theory of project management principles, but ….  You're a fan of process, but only the right amount.  You understand and drive issues to conclusion.  You're a great communicator  You have a track record for delivering customer facing projects in a fast-paced, constantly changing environment. …

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only The Complete Project Manager integrates key people, organizational, and technical skills Success in any environment largely depends upon completing successful projects  Successful projects get done by skilled project managers and teams, supported by effective project sponsors  It is the integration of these skills that makes the difference in achieving optimized outcomes

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only PMI CEO Mark Langley says,  “ It’s not enough for project and program managers to have technical skills. We need leadership, conflict resolution and negotiation skills. Organizations are telling us, ‘We’re looking for the next business leaders.’ And I say, ‘It’s about time.’” Molecular combinations in organic chemistry offer enormous Alice in Wonderland (2010) is one example of a curious Change Agent.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only Change thinking about necessary skills to enhance on the job performance Apply an organic approach to leading and managing projects Realize what needs to be done to achieve better results and how to do it Further develop project or program management professional careers.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only

Is fulfilling the triple constraints sufficient to determine if a project is successful? What are the top [bottom] reasons why projects fail? What are the top reasons why projects succeed? What do these top and bottom reasons have in common?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only A project manager’s toolkit is more complete when fun is on the agenda, and every day includes laughter. Life in general—and projects specifically—seem to flow better and accomplish more when people have fun doing whatever they are doing. Humor in business is not about clowning. People want to work together again when they know the experience includes having fun.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only If the atmosphere is tense, unfriendly, “toxic,” or even hostile, the productivity of performers will most likely be very low. Think differently about various moments encountered throughout a project. Pay attention and make the commitment to the moments in projects that deserve a good laugh.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only

 Mistrust  Failures to communicate  Burdensome reporting requirements  Misguided metrics  Cutthroat tactics  Negative political practices  Mistrust  Failures to communicate  Burdensome reporting requirements  Misguided metrics  Cutthroat tactics  Negative political practices  Trust among colleagues and management  Cooperation instead of competition  Shared vision  Common sense of purpose  People fully communicate  Respect, creativity, influence  Trust among colleagues and management  Cooperation instead of competition  Shared vision  Common sense of purpose  People fully communicate  Respect, creativity, influence

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only

I can choose to think differently… Negotiate everything!

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only

Assessment of environment Description of “political jungle” Stakeholder roles Potential issues Approach to stakeholders and issues Strategic response, such as positioning and steps Action plans

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only F B A C BenefitsBenefits What will be achievedWhat will be achieved BenefitsBenefits What will be achievedWhat will be achieved CloseClose Get explicit commitmentsGet explicit commitments CloseClose Get explicit commitmentsGet explicit commitments AdvantagesAdvantages Why and how a better outcomeWhy and how a better outcome AdvantagesAdvantages Why and how a better outcomeWhy and how a better outcome

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only Assess and focus on your strengths Reframe your attitude Ask for what you want Be politically sensitive Get explicit commitments Integrate skills from multiple disciplines Have fun!

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only BUCERO PM Consulting The Complete Project Manager The Influential Project Manager