1. PST’s Deployment Partnering Program Goal - Improve Organization and Individual Performance using a ManagePro technology based Goal>Action Plan>Results “Lean Management” work process Process –PST provides “Lean Management” coaching and deployment services using a combination of onsite and web/phone conferences to actualize - Goal setting - planning/working an Action Plan and - measuring/responding to Results

2. Outline 1. Deployment Phase 1- Laying the Foundation 1. Create a compelling business case 2. Identifying what systems, processes and/or tools will be retired 3. Identifying launch team 2. Deployment Phase 2 – Building the database structures 1. Build goal and objective map in support of strategic plan and operations 2. Establish metrics and action plan to support each top priority objective 3. Train staff and remove any obstacles to usage 3. First 90 days of Implementation 1. Regular focus and practice on working 3 top priority goals 2. Using the high performance quadrant 3. Managing Meetings with ManagePro 4. Quarter’s 2-4 and Beyond 1. Working in prioritized, 90 day steps toward strategic and operational objectives 2. Utilization of performance feedback resources in ManagePro 3. Expansion to other layers of the organization

3. 1. Assistance with Deployment Phase 1- Laying the Foundation > Create a compelling business case > Identify systems, processes and/or tools to be retired > Identify and support launch team PST provides assistance to the management team and deployment sponsor to ensure critical components are in place. See the following two checklists for examples: #1 Lay the Foundation Action Items 1. Build a case for change. Start by identifying what problems are to be solved with the deployment. Base the business case on dollar costs in one or more of business outcome areas. Convert the reduction of those problems into track-able metric based goals. 2. Verify and demonstrate that current practices and systems, "business as usual," will not provide the needed solution. 3. Create a people - political environment for change that supports a strong mandate. 4. Select an active, highly visible, executive sponsor. Confirm that he/she is well versed in change management process, software deployment process, and is a strong advocate of the change intended. 5. Identify and secure contacts with all key interest groups. Build alliances in support of the change. 6. Build a software roll-out schedule, covering: Installation, DB configuration, training and implementation 7. Tie into Vision and values, and confirm commitment for deployment to be reviewed systematically by executive team.

4. 1. Assistance with Deployment Phase 1- Laying the Foundation > Create a compelling business case > Identify systems, processes and/or tools to be retired > Identify and support launch team If your team doesn’t already work in a “set goals, plan/execute an Action Plan, and track and respond to Results” manner, making active use of this high performance process constitutes a major change… not simply a software installation and training process. Conducting a quick assessment of your team is invaluable. Personnel Quiz - How easily will individuals on your team adopt a high performance software system? 1. Is planning something this person avoids or only documents when required? 2. Does this person find it difficult to regularly document their activity and results? 3. Does this person prefer to stay organized by keeping personal, written to-do lists or simply use their memory? 4. Does this person prefer to set their own course or make decisions on their own and find coordination or collaboration efforts an encroachment on their time and/or comfort zone? 5. Does this person manage most business information by talking/meetings, vs. documentation? 6. Is this person uncomfortable using a computer and having their performance visibly tracked?

5. 2. Deployment Phase 2 – Building the database structures > Build goal/objective map in support of strategic plan and operations > Establish metrics and action plan to support each top priority objective > Train staff and remove any obstacles to usage Work activities/processes Strategic TacticalPeople Innovation Convert current objectives, plans and processes into goal/objectives, action plans and metrics within ManagePro databases. See the next slide for a detailed checklist

6. 2. Deployment Phase 2 – Building the database structures PST provides assistance to the management team and deployment sponsor to ensure the database is laid out correctly. See checklist below for examples: #2 Construct Your Business System within ManagePro Action Items: 1. Build an outline "map" of goals, initiatives, action plans and target results in the ManagePro database, emphasizing identifying the minimum critical factors for success such that the hierarchy relationships between goals and plans are clear and quickly grasped. 2. Define milestones or checkpoints, measurements and scorecard metrics at the organizational, team and individual level and link to key metrics including budget. 3. Confirm databases for all the teams meet the usage needs of the team members and successfully align operations goals with strategy. 4. Confirm that the structure supports customary reporting needs. 5. Confirm feedback loops in place for business navigational purposes. 6. Confirm software is installed and configured on each users' desktop or laptop, and if MPro-Link is being used, all web configuration has been completed and tested. 7. Review usage guidelines and expectations with users and confirm databases are ready to be deployed as a daily operating workspace. 8. Projects/software tied to meaningful strategic goals and objectives. 9. Project/software responsibilities included in job description and compensation plan. 10. Project/software responsibilities include team-based performance review. 11. All key projects listed with supporting action plan, not just headings or categories. 12. Projects and goals are prioritized and have reasonable resources allocated for them. 13. Train all users in software operation and confirm ease of use and clarity for teams and individuals. 14. Review usage guidelines and expectations with users, and change metrics to be tracked.

7. 3. First 90 days of Implementation > Regular focus and practice using ManagePro to work 3 top priority goals 1. Top 3 Goals/key projects are laid out in goal planner with visibility for the whole team. 2. Each goal has a series of 3-6 sub-goals reflecting a clear plan for reaching that objective. 3. Team members are using regular progress note entries to document their work. 4. Action Items and follow-ups are tracked as to- dos and documents and reports are attached to the goals. 5. Results are tracked and reviewed in meetings using ManagePro and a monitor/projector 1. Target a few select goals, 2. Actively address any people – usage issues that arise 3. Assist users in successfully implementing the basics

8. 3. First 90 days of Implementation (cont.) > Use the high performance quadrant Translate Work into Goals>Plans>Results Organize Information “One Place Where it All Comes Together” Leverage Information One Input – Multiple Output Visibility through Metrics & Feedback Capitalize on ManagePro’s four performance improvement drivers

9. 3. First 90 days of Implementation (cont.) > Manage Meetings with ManagePro Use ManagePro and a large monitor or projector to organize and structure your meetings, heighten visibility and bring accountability to follow through on working the goals/plans and use of ManagePro

10. 4. Quarter’s 2-4 and Beyond > Working in prioritized, 90 day steps toward strategic and operational objectives > Utilization of performance feedback resources in ManagePro > Expansion to other layers of the organization Use the ManagePro software and PST’s Lean Management technology to put you in the driver’s seat, and get going… #4 Institutionalize Action Items 1. Conduct monthly strategic management review meetings as well as team and individual performance (goal-based) review meetings. 2. Maintain highly visible monthly progress report scorecards attached to goals and their supporting action plans. Within 30 days results are measured, within 90 days action plans are determined to be correct or modified. 3. Track and respond to individual performance and tie into compensation plan. 4. Document and use Lessons learned to facilitate the management process. E.g. create both process and results measures. 5. Re-evaluate current business processes and relationships for new opportunities to convert into a goal - action plan - results format.

11. Partnering Engagement Specifics: 1. Engagement period is for 12 months, but can be canceled at any time by either partner. Billing is generated monthly for the previous 30 days. 2. Phone/web Conference rates are $60/hr for PST staff coaches, $60/hr for technical support, $150/hr for PST consultants, and $200/hr off-site, $250/on-site for services provided by Rodney Brim, Ph.D. They are billed in 15 minute increments. 3. Development Phases 1 and 2 are accomplished in collaboration with PST consulting staff, including building the case for change, database development and training. 4. The “1 st 90 Days of Implementation” phase is supported by the initiation of weekly web/phone-based coaching with each key staff member (typically averaging 30 minutes). This frequency changes to a bi-monthly conferences as soon as three consecutive weeks of consistent utilization of the program and process are demonstrated in the area of setting goals, working the plan and tracking results. 5. Coaching conferences switch to one/month after three consecutive conferences in which effective use of the program and process is demonstrated at the bi-monthly level. Conferences maintain a minimum of one/month throughout the reminder of the first year. 6. Weekly, bi-monthly and monthly sessions are also held with the senior manager/executive (or project coordinator) to review program and process implementation relative to the performance of the organization on targeted objectives, the management staff, and personal use of the program. These sessions are either onsite or via phone/web conference, as the situation warrants and are conducted with one of PST’s consultants or Dr. Brim. 7. The conferences and performance reviews are structured around PST’s specific performance checklists and graphs which carefully monitor usage and level of implementation. 8. For estimating purposes, given a non-web based configuration of a single team of 6-12 members, plan on a minimum of:  $3,000 (10-12 hours of consulting, 12 hours of training) for support in Development phases 1 & 2,  $600/user/year for implementing with each direct report,  technical support, and executive coaching by PST consultants or Dr. Brim in the implementation phase are additional costs and can vary from $260/month to over $2,000/month.

12. Management/Direct Report Review Checklist:

13. Senior Executive/Manager Review Checklists: