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

2. 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

3. About Kepner-Tregoe
Founded in 1958 by Drs. Charles Kepner and Benjamin Tregoe.
Global footprint with multi-language offerings and offices in 25+ countries 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”

4. 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.

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

6. 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

7. 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

8. 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.

9. 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

10. 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

11. 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

12. 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.

13. 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

14. 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

15. 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”

16. What questions can I answer for you
What questions can I answer for you? Trina Crockett (609)