During the first few hours of any Project Success Method(SM) class, I can practically see the thought balloons over the heads of the attendees:

“Why should I spend all this time here when I already know Project Management?”

“I have a ton of work waiting for me! My company is wasting my time.”

“I’ve been a project manager for years and I’m sitting here with people who don’t know the first thing about it.”

Their attitudes remind me of the movie Groundhog Day:  Been there, done that.

However, as we proceed, it’s gratifying to see the thought balloons turn into light bulbs, as people understand the difference the Project Success Method(SM) offers. Attendees from different locations and departments become an effective team working off the same playbook – regardless of how well they know project management.

Nowhere is this more important than large, complex projects involving widely dispersed teams, where the lack of a shared context and little to no ‘face time” can create logjams and bottlenecks.  One PSI client, with a background in construction, insisted that everyone involved in one project, even attorneys and vendors, take the training so that everyone understood how they integrated into the process and how their roles could be a critical path item.

“For highly complex, high-value projects, it is worth it. If a $20 million project goes over by 10 percent, that’s an extra two million dollars in costs.  While there are no guarantees, you have a much better opportunity to avoid that cost by using the Project Success Method,” he said.

For project managers, that means the only kind of deja vu they’ll have is the satisfaction of completing complex projects on time and on budget. Now that’s what I call a happy ending.

Connect with me:

• LinkedIn: http://www.linkedin.com/in/clintpadgett
• Twitter: @clintpadgett

Clint Padgett is the president and CEO of PSI. Since joining the firm in 1994, he has provided consulting, training, and account management to clients in a wide range of industries. His project experience covers many traditional and special applications, including: product development, equipment installation/startup, facility construction/moves, marketing, software/hardware system implementation, and international sporting events. He is a graduate of the Georgia Institute of Technology with a bachelor’s degree in electrical engineering. He also holds a master’s degree in business administration from the Fuqua School of Business at Duke University. He is associated with the Project Management Institute, the Institute of Electrical and Electronic Engineers, and the Product Development & Management Association, among others. Additionally, Clint is a published author and frequently speaks at conferences on the subject of project management, including the Executive Education program in the Scheller College of Business at the Georgia Institute of Technology, where he is an adjunct professor.

One theme from the recent Consumer Electronics Show is the growing acceptance of automation and robotics, promising increased efficiencies and better outcomes in a future that is “more digital, less personal.”

Not necessarily.

Research published by the Harvard Business Review  https://hbr.org/2012/04/the-new-science-of-building-great-teams maintains that success lies in more face to face engagement within teams, not less – no hiding behind texting or email.   Further, teams aren’t made by memo but by the soft skills and methodologies applied by a gifted project leader.  This is especially relevant in project management, where staff from different departments work together for a limited time.

I’ve found that providing opportunities to engage the group in teamwork leads to the development of a real team with real ownership – a cornerstone of the Project Success Method (SM).  Participants learn to achieve superior project performance in as little as five days because our Method demands active involvement by attendees in a face-to-face environment as part of the learning experience.    Besides encouraging “ownership” of project tasks, the improved dynamic among team members increases energy and engagement, improved intergroup communication, better results…and maybe creates a few more friendships along the way.

Connect with me:

• LinkedIn: http://www.linkedin.com/in/clintpadgett
• Twitter: @clintpadgett

Clint Padgett is the president and CEO of PSI. Since joining the firm in 1994, he has provided consulting, training, and account management to clients in a wide range of industries. His project experience covers many traditional and special applications, including: product development, equipment installation/startup, facility construction/moves, marketing, software/hardware system implementation, and international sporting events. He is a graduate of the Georgia Institute of Technology with a bachelor’s degree in electrical engineering. He also holds a master’s degree in business administration from the Fuqua School of Business at Duke University. He is associated with the Project Management Institute, the Institute of Electrical and Electronic Engineers, and the Product Development & Management Association, among others. Additionally, Clint is a published author and frequently speaks at conferences on the subject of project management, including the Executive Education program in the Scheller College of Business at the Georgia Institute of Technology, where he is an adjunct professor.

As professionals in our respective industries, we share common interests, such as meeting goals, searching for a competitive edge, or leveraging our existing resources. Undoubtedly, these interests require completing progressive steps grouped into what might be called “projects.” The success of executing these projects usually correlates to the success of achieving your desired goal. You would think that with so much depending on the project, it would consistently have a flawless execution; yet, many projects fail.

Why? What can you do to ensure that every project successfully meets its deadline?

Shift the Worry

Within the project timeline there is always a moment when team members begin to feel the pressure of the project. Panic, stress, fear, burden, and chaos are all words typically associated with meeting a project’s deadline. Approach the project tactically in its initial stage to offset the effects of stress and chaos experienced near the deadline. In particular, it is important to:

• Know your timeline requirements.
• Clarify project expectations.
• Define team roles.
• Create easy deliverable cycles.

Sure, this is common sense. Create a plan and everything will be OK. Right?

Achievement

Knowing what to do and actually doing it is the key difference in project success and failure. Meeting deadlines is not about being smart—it is about being practical and disciplined, while knowing how to execute a plan that includes both characteristics. My expertise in meeting project deadlines is in knowing how to execute.

I would like to educate you on how to apply my proven Project Success Method to any framework, regardless of type or scale. Whether it involves a merger and acquisitions, global outsourcing, green initiatives, product development, or technology implementation, you will learn to effectively complete these projects within the timeline and budget.

Join me at the ASTD 2014 International Conference & Exposition in Washington, D.C., where I will discuss my book, The Project Success Method: A Proven Approach for Achieving Superior Project Performance in as Little as 5 Days.

Connect with me:

• LinkedIn: http://www.linkedin.com/in/clintpadgett
• Twitter: @clintpadgett

Clint Padgett is the president and CEO of PSI. Since joining the firm in 1994, he has provided consulting, training, and account management to clients in a wide range of industries. His project experience covers many traditional and special applications, including: product development, equipment installation/startup, facility construction/moves, marketing, software/hardware system implementation, and international sporting events. He is a graduate of The Georgia Institute of Technology with a bachelor’s degree in electrical engineering. He also holds a master’s degree in business administration from Duke University. He is associated with the Project Management Institute, the Institute of Electrical and Electronic Engineers, and the Product Development & Management Association, among others. Additionally, Clint is a published author and frequently speaks at conferences on the subject of project management.