SEIU Local 1000: Improving Results through Better Project Management Trina Crockett Consultant/Client Relationship Manager June 27, 2010

Contents About Kepner-Tregoe Our Collaboration with SEIU Local 1000 KT’s Project Management Process Learning Design PM Skill Sets Key Elements for Sustaining Success

About Kepner-Tregoe Founded in 1958 by Drs. Charles Kepner and Benjamin Tregoe. Global footprint with multi-language offerings and offices in 25+ countries. 150+ professionals. All work is based on distinguishing and codifying effective behaviors - best practices - and leveraging human assets Leaders in the use of rational processes and critical thinking skills to produce real business results “Teach People How to Think, Not What to Think”

Working with SEIU Local 1000 Assess needs Get to know the organization, issues, and goals. Develop an understanding of the opportunities and barriers. Develop an approach Identify a plan with specific objectives and criteria for success, and a project plan for achieving them. Assist with implementation Support execution of the plan, establish measures and track results. Provide appropriate ongoing support Work together to assess the need for continued support and provide it.

Why use a Process? Intentional and repeatable Common language and approach Scalable Improves project results Builds and sustains PM maturity Captures/shares project knowledge

Kepner-Tregoe’s PM Process Technical skills Project Definition Project Planning Project Implementation People skills Project team leadership Conducting meetings Effective decisions and communications Software skills Best practice use with KT processes (Project Logic®) Managing information not software

Project Management Objectives Improved project success: On-time On-budget On-specification Resources optimized Changes minimized Increased team efficiency, reduced conflict A common language and process for all project participants Targeted technical skills, people skills, and software skills

Go? Go? How Much? What? Why? How? Give/Gather Info Benefits vs Costs How Much? What? Why? How? Give/Gather Info Gain/Test Understanding Determine Action Go? Cost Purpose & Scope Performance Who/ When? What if? Understand and manage performance Design Diagnose Influence Who? Order? When? Go? Schedule & Protection Time Targeted Involvement for: Information Buy in Sign off Trouble shooting Decision making Ready? Status? Changes? Results? Progress & Results Copyright © 2004 Kepner-Tregoe, Inc. All Rights Reserved.

Learning Design (1) Learn (3) Apply (2) Practice Systematic Teaching Process (1) Definition (What) (2) Purpose (Why) (3) Method (How) (4) Example (Concept in Use) (5) Test for Understanding (6) Build Relevance (7) Transition to Next Concept Learning Design (1) Learn Discussion-based instruction: Lecture Q&A Examples (2) Practice Scenario-based cases: Practice each part of the process Vary learning modes One-on-one coaching (3) Apply Use of concepts on real projects: One-on-one coaching Opportunities for peer feedback

Application to SEIU Projects Preparation: Learners (and their manager) identify a relevant project or sub-project to work on prior to the workshop Step-by-step: As learners are exposed to each process step, they apply it to their application project Coaching and Feedback: Learners receive individual assessment and feedback on their application project, and share their learning in group debrief sessions Outcome: Substantial progress on a real, work– related project plan

Plan for Continued Application Prior to completing the workshop, learners identify Next steps Barriers to success Key coaching resources Learners also receive follow-up from the Kepner- Tregoe instructor after the session typically with “Coaching Days” and/or electronically

Project Management Skill Sets Distinct skill sets are often required for specific groups within an organization: Project resources Project team members Project managers Project sponsors Project champions General leadership Project stakeholders Skill set needs were identified and addressed through customized sessions for leadership, project contributors, and coordinators of project resources.

Seven Conditions for Success 1) Set & Communicate Objectives 2) Keep it Relevant 3) Manage Application 4) Make it Part of ‘The Way We Do Things’ 5) Recognize/Reward Process Use 6) Follow-up and Keep Skills Sharp 7) Measure and Communicate Results

Keys to Sustained Results Skill Development Making sure that the target audience has the skills and access to coaching support to be successful Performance System Integration Making sure that the work environment (expectations, measures, tools/resources, consequences & feedback) is conducive to using the new skills Business Process Integration Making sure that there are clear links between business processes, improvement objectives and the skills being deployed

Achieving PM Maturity “Walk before you run” Strategic Project Management Leverage – use PM to manage business strategically Project Portfolio Management Master Project Planning Additive – broader visibility of project status and linkages Project Management Software Project Management Process/Methodology Foundational – Other efforts unlikely to succeed without these Knowledge and Skills “Walk before you run”

What questions can I answer for you What questions can I answer for you? Trina Crockett (609) 334-8187 tcrockett@kepner-tregoe.com