jeanette bordelon, pmp, mba bordelon consulting, inc. [email protected]

Jeanette Bordelon, PMP, MBA Bordelon Consulting, Inc.

[email protected] www.thePersuasivePM.com

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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.com

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What Where When Who How Why


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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


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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”


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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?


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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


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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


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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


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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


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Technology (collection, storage, devices, etc.) Economy – lost knowledge Access/Retrieval Security Lost opportunities

Company Culture No time Lack of Perceived Value


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Company Culture Clarity of Purpose Consistency in Application Communicating the appropriate WHY Consistent Stakeholder Expectation

Management Clear Positive Leadership


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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


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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)


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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?


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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?


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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?


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MIND BODY

SPIRIT/INTUITION

Feelings


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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)


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Observe, Feel, 1st 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?


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DefinitionThe process of changing or reforming attitudes, beliefs, opinions or behaviors

toward a predetermined outcome through voluntary compliance


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Psyche Persistence Personal Development PassionPersuasion


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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.


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Long Term Benefit

Short Term Benefit

CommitmentCooperation

Compliance

Coercion

Control


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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


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*Maximum Influence: The 12 Universal Laws of Power Persuasion by Kurt Mortensen – The Persuasion Institute


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EVENT

OBSERVE

INTERPRET

Ignore

DECISION

ACTION

OUTCOME

Choose Action

Don’t Act

+ or -

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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?


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Q & AJeanette Bordelon, PMP, MBA

Bordelon Consulting, Inc.www.thePersuasivePM.com


jeanette bordelon, pmp, mba bordelon consulting, inc. [email protected]

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