1. Jeanette Bordelon, PMP, MBA Bordelon Consulting, Inc. bordelonci@aol.com www.thePersuasivePM.com

2. C-Spin Chicago  Lessons Learned Review  Challenges (Review/Continue Discussion)  6 “C’s” of Success  Clear Positive Leadership  The “Personal Energy Triangle”  Persuasion & Influence – Focus on the WHY  It’s Your Choice  Q&A – Everywhere! Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

3. C-Spin Chicago  What  Where  When  Who  How  Why Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

4. C-Spin Chicago  To improve future project performance & decisions  To reduce/avoid project risk  To create metrics  To improve quality  To reduce costs  Company, PMO policy  Improved software development  Create best practices training basis Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

5. C-Spin Chicago  Research conducted by PMI ◦ 44% of the respondents surveyed exclaimed that their projects were more successful as the result of implementing LL. ◦ 50% of LL from projects are implemented into the organization’s processes. ◦ 60% included some aspect of “blame” Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

6. C-Spin Chicago  Which do you think your organization should be doing to transfer lessons learned to future projects? ◦ Store lessons learned in a well-indexed database 49% said very important. ◦ Encourage learning networks/communities of practice 47% said very important. ◦ Construct a learning history/narrative of the project after the event 49% said important. ◦ Train individuals in retrieving and tailoring lessons learned 48% said important.  WHAT ABOUT INCORPORATING THEM NOW? Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

7. C-Spin Chicago  Value of Lessons Learned ◦ 50% useful to other projects ◦ 63% creates knowledge ◦ 50% projects are more successful, project team competency increased, and personal project management competency increased ◦ 43% question the usefulness of outputs Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

8. C-Spin Chicago  Results ◦ 20% of companies do not do lessons learned  No time, management apathy, fast paced, do not understand value ◦ Of those who do lessons learned  41% occur less than 25% of the time  32% always complete lessons learned Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

9. C-Spin Chicago  Results (mixed-atmosphere) ◦ 40-50% Open, Positive, Supportive ◦ 10-20% Hostile, Fear, Negative, Protective ◦ 32% “not interested” (counted in negative below) * * * ◦ 30% experienced both positive and negative ◦ 30% experienced only negative ◦ 40% experienced only positive Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

10. C-Spin Chicago  Result-Comments ◦ Unsearchable data ◦ Quality and value varies ◦ Dependent of personalities of the stakeholders ◦ Nothing is usually done with the results ◦ Pensive, “waste of time”, only PM practitioners seem to find value, tech leads seem annoyed Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

11. C-Spin Chicago  Technology (collection, storage, devices, etc.)  Economy – lost knowledge  Access/Retrieval  Security  Lost opportunities  Company Culture  No time  Lack of Perceived Value Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

12. C-Spin Chicago  Company Culture  Clarity of Purpose  Consistency in Application  Communicating the appropriate WHY  Consistent Stakeholder Expectation Management  Clear Positive Leadership Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

13. C-Spin Chicago  Ownership ◦ Process, Implementation, & Continuous Improvement  Manage your “Personal Energy Triangle” ◦ Managing Internal & External “Dissonance” ◦ Avoiding the “OS” Phase ◦ Making Positive Choices  Increase your ability to effectively Persuade and Influence Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

14. C-Spin Chicago Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

15. C-Spin Chicago Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

16. C-Spin Chicago A positive mental attitude is basic to all achievement. Your mental attitude determines your reaction to whatever situation confronts you. Whether you act favorable or unfavorable, constructively or destructively, positively or negatively. (W. Clement Stone) Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

17. C-Spin Chicago Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

18. C-Spin Chicago Impact Checklist: How do you start your work day? How does the day pass? How do you feel during the day? Energy Supported Valued How do you feel about your work? Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

19. C-Spin Chicago Impact Checklist:  How do they greet each other?  Do they help each other?  Do they cooperate with each other?  Do they feel their work is valued?  Can they reach collaborative solutions quickly? Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

20. C-Spin Chicago Impact Checklist: Are your stakeholders actively engaged? Do your stakeholders participate in decisions? Do your stakeholders accept responsibility? Do they support the project team? Do they feel your team’s work is valued? Is the company culture an open supportive one? Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

21. C-Spin Chicago MIND BODY SPIRIT/INTUITION Feelings Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

22. C-Spin Chicago A positive mind finds a way it can be done. A negative mind looks for all the ways it can’t be done. (Napoleon Hill) Keep your mind fixed on what you want in life, not on what you don’t want. (Saiful Dzulkifly) When you close the door of your mind to negative thoughts, the door of opportunity opens to you. (Troy Davis) Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

23. C-Spin Chicago Observe, Feel, 1 st make any changes in YOU!  What do you see?  What do you hear?  How do you touch?  What do you say? (speaking and writing)  How do you feel? (emotion)  How do you react? Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

24. C-Spin Chicago Definition The process of changing or reforming attitudes, beliefs, opinions or behaviors toward a predetermined outcome through voluntary compliance Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

25. C-Spin Chicago  Psyche  Persistence  Personal Development  Passion  Persuasion Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

26. C-Spin Chicago Effective persuaders: 1. Use adaptation and make a lasting impact. 2. Recognize two paths to persuasion: Conscious and Sub-conscious. 3. Understand that we are persuaded by reason and moved by emotion. Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

27. C-Spin Chicago Long Term Benefit Short Term Benefit Commitment Cooperation Compliance Coercion Control Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

28. C-Spin Chicago  Dissonance  Obligation  Connectivity  Social Validation  Scarcity  Verbal Packaging  Contrast  Expectations  Involvement  Esteem  Association  Balance *Maximum Influence: The 12 Universal Laws of Power Persuasion by Kurt Mortensen – The Persuasion Institute Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

29. C-Spin Chicago *Maximum Influence: The 12 Universal Laws of Power Persuasion by Kurt Mortensen – The Persuasion Institute Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

30. C-Spin Chicago EVENT OBSERVE INTERPRET Ignore DECISION ACTION OUTCOME Choose Action Don’t Act + or -

31. C-Spin Chicago  Reviewed Lessons Learned Survey Results & Challenges  6 “C’s” of Success  Positive Energy Triangle  Persuasion & Influence  It’s Your Choice – What will you do tomorrow? Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com

32. C-Spin Chicago Q & A Jeanette Bordelon, PMP, MBA Bordelon Consulting, Inc. www.thePersuasivePM.com Copyright 2010 www.thePersuasivePM.comwww.thePersuasivePM.com