Conference Presentation Recap Form

Attended a conference and need to figure out what to do with all the great information? Here’s a presentation recap form to help summarize what you learned and plan what to do next.

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[tweetmeme source=”KAWConsulting” http://www.bit.ly/cudwQ0]You’ve just attended a great conference, enjoyed it tremendously, met a lot of great people and attended some great presentations. The challenge now is how to take advantage of what you’ve learned, and put it to use.

Here’s a form to help you recap what you’ve learned and start thinking about how to put it to use in your organization. It includes space for:

  • The presentation’s main concepts
  • Your key learnings
  • Who is using these ideas in the field?
  • How are they benefitting from using them?
  • How your organization can benefit from using these ideas.
  • Who in your organization might be interested in these concepts.
  • What you need to do to get started bringing these concepts to life.

You can use the form for each presentation you want to recap.  It’s written in Microsoft Word,  and has room for as many pages as you need.

Feel free to share it with others, or simply retweet.

To access the form click here.

Brought to you by KAW Consulting.  See our “Manager’s Toolkit” E-Book Series that guides Managers and Supervisors step by step through the processes needed to meet the 6 Basic Skills every Manager, Supervisor, and Leader needs to master.

7 Timeless Vital Skills Every Manager Needs to Master

Note: “The 7 Timeless Vital Skills Every Manager or Supervisor Needs to Master” is now available as an e-book on Kindle.  Use it to self-evaluate which skills you need to develop or enhance, and available resources to help you do so.  Click here to see a free preview.  Amazon.com users can purchase directly.  International users should visit your applicable Amazon website.

Due to their organizations needing to adapt to a rapidly changing business environment, today’s Managers and Supervisors face what at times can seem to be a host of overwhelming challenges, such as managing larger staffs and facing increased demands on their time from both above and below. To survive and thrive in this type of climate, it’s vital that Managers and Supervisors master 7 vital day-to-day skills that have proven timeless in their importance. These are:

  • Designing and Running Better Meetings
  • Holding Effective Team Discussions
  • Delegating Work Successfully
  • Managing Projects
  • Time Management
  • Coaching Employees
  • Leading Effectively

Following is a list of the major skills needed to be successful in each area.

Designing and Running Better Meetings

Meetings are a vital part of a Managers or Supervisors day.  Yet, many seem to fail.  In fact, a major survey revealed that 70% of employees feel the meetings they attend are a waste of time.  Consequently it’s important that as a Manager or Supervisor understand:

  • What makes meetings succeed, and why many fail
  • The crucial roles that need to be filled in each meeting
  • How to use 8 basic steps to design an Effective Meetings
  • How to use some basic tips for Running an Effective Meeting
  • How to deal with common problems that can derail a meeting such as:

–    Stares and Silence

–    Negative Remarks

–    Separate Agendas

–    One person trying to dominate the discussion

Holding Effective Team Discussions

Look at the types of discussions that Managers and Supervisors hold with their teams and you’ll find they often fall into 5 areas.  Consequently, Managers and Supervisors need to be able to effectively hold discussions with their teams to:

  • Brainstorm ideas
  • Solve Problems
  • Make Decisions
  • Plan Tasks
  • Set Goals

Delegating Work Successfully

Not only do Managers and Supervisors have to manage larger staffs, they’re also expected to make sure that their staffs are more and more productive.  This means of course that the Managers and Supervisors are skilled at the art of delegating work.  Skills in this area include:

  • Identifying what tasks to delegate
  • Identifying the right people to delegate to
    • Identifying the level of delegation that the Manager is comfortable with

 

  • Determining what the person doing the task needs, so they can deliver the results the Manager/Supervisor expects.
  • Conducting the needed follow-up to stay on top of the person’s progress.

Managing Projects

More and more Managers and Supervisors are asked to take a lead role in managing special projects.  This can mean having to develop and use a whole new skill set which includes:

  • Defining the project’s scope, objectives, deliverables, critical success factors, resource needs, and collaboration requirements.

  • Breaking the work down into its major work blocks and tasks.

  • Developing an easy to use project schedule

  • Monitoring the project’s status and what to do if it’s off course.

Coaching Employees

One of the implications of managing larger staffs is that individual staff members are going to need to be increasingly self managed.  Consequently, it’s vital that Managers and Supervisors know how to provide each staff member with effective coaching to help them be as productive as possible.  To coach effectively, a Manager/Supervisor needs to be able to:

  • Establish the groundwork to have an effective coaching relationship with their employees.
  • Determine expected performance levels for their employees’ major tasks and responsibilities.
  • Analyze their employees’ current level of performance against expected levels, and identity areas needed improvement.
  • Hold an effective coaching discussion to provide employees with feedback on how they are doing, and develop plans for making needed improvements.

Time Management

Of course to be able to apply any of these skills and meet the heavy demands being placed on them, Managers and Supervisors need to become good managers of their time.  To do so, they need to become adept at:

  • Analyzing their job and identifying what to focus on to achieve both what’s expected and their own personal goals.

  • Developing an ideal picture of how to allocate their time between their various activities.

  • Analyzing how they’re currently spending their time and identifying the gaps from their ideal picture.

  • Developing weekly and daily schedules so they focus their time on the activities needed to achieve their goals.

  • Dealing with time management challenges such as unexpected interruptions, non critical phone calls, high volumes of e-mail, and unproductive meetings.

Effective Leadership

Ultimately, in the eyes of your followers and those who evaluate you as a Manager or Supervisor, it comes down to their perception of you as a Leader.  Consequently it’s vital that you understand what what make leadership efforts succeed and why they fail.  That way you can focus your attention on doing the things necessary to make them succeed, and keep from overlooking some of the common reasons for failure.

Leadership efforts that succeed usually contain 8 key elements.  These are:

  • Being proactive and willing to act.
  • Setting and communicating a clear vision and direction.
  • Establishing and maintaining credibility with the people you’re trying to lead.
  • Getting commitment.
  • Setting the example.
  • Empowering others to do what needs to be done.
  • Confronting and overcoming barriers and obstacles.
  • Managing accomplishment of day-to-day efforts.

On the other hand, leadership efforts that fail, usually don’t meet all of these criteria.  They are often lacking, and seriously so in one of the key areas.

How to Learn These Vital Skills

While desperately needed, too often attempts to provide Managers and Supervisors with training and/or resources in these important areas fail.  Some of the common reasons are:

  • Available training is too expensive, so none is offered.

  • Available books and resources on the subjects provide too much information, and no real “how to” application tools.

  • Materials are too hard to get to when you need them.

To correct this, KAW Consulting developed the “Manager’s Toolkit“,  a set of electronic handbooks  that guide Managers and Supervisors step by step through each of the processes used in the 7 basic skill areas.

Unlike most books on the 7 key skill areas, that are too complicated and hard to understand, the “Manager’s Toolkit” handbooks are exactly the opposite. They’re written in easy to understand language that walks the Manager or Supervisor step by step through the processes needed to apply each of the 7 key skills.   Many even include sample forms and checklists.

Like any great handbook, the handbooks in the “Manager’s Toolkit” are something meant to be used over and over again. And because they’re electronic,  Managers and Supervisors can always have them readily accessible.  Just call up a handbook and it’s ready to use.

Now Available in Both Kindle and PDF formats.

To meet the demands of our both our U.S. and global users, the following titles in the “Manager’s Toolkit“ are on now Kindle:

  • Meetings That Work 
  • Team Discussion Frameworks
  •  Delegating for Results
  • Coaching Skills for Managers and Supervisors
  • “Project Management for Managers and Supervisors”
  • Time Management for Managers and Supervisors”, and
  • “The Leadership Framework”.

Both U.S. and International users can purchase them from Amazon.

Because they are on Kindle, you can use Amazon’s Kindle App to store each either on your iPad, iPhone, Android, Windows Phone or other appropriate mobile device and have it readily accessible whenever you them.

For information on these Kindle versions either click the applicable link below, or visit your applicable Amazon website and input the appropriate title  in the search criteria.

For “Meetings That Work” click here

For “Team Discussion Frameworks” click here

For “Delegating For Results” click here

For “Coaching Skills for Managers and Supervisors” click here

For “Project Management for Managers and Supervisors”click here.

For “Time Management for Managers and Supervisors”click here.

For “The Leadership Framework” click here

PDF Versions

U.S. users, can enjoy the added benefits of the the PDF versions.   You can store these handbooks on your computer so you have them accessible each time you need one. They include hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages. If you want hard copy you can print what you need.

You can purchase single copies or share with additional users by purchasing additional licenses. This makes it easy for organizations to increase the productivity of their staffs.

 We’ve also made these handbooks very easy to afford and purchase. The most expensive single copy is $21.95.   You can purchase directly online and start using right away.

Sharing with additional users across your organization is also easy–just purchase additional licenses (also available online) and send the handbooks out by e-mail.

To view samples of each handbook, and to learn how to purchase copies, click here.

Note: PDF versions available to U.S. purchasers only at this time.  International users can purchase available Kindle Versions.

 

Coaching Skills for Managers and Supervisors – Part 1: Successful vs. Failed Coaching Efforts

One of the most important tasks for Managers and Supervisors is coaching their employees. Learn the skills you need to be an effective coach.

Note: Click Here to see a Sample  Kindle Version.  U.S. users can order directly.  Global users should  either click here, or visit your applicable Amazon website and input “Coaching Skills for Managers and Supervisors” in the search criteria.

One of the most important tasks for Managers and Supervisors is coaching their employees.

Good Coaching:

  • Helps employees understand what they should be doing and how.

  • Provides employees with important information on whether they are performing up to expectation and if not, how far off the mark they are.

  • Helps employees develop and enhance new skills needed for future positions.

Yet as important as it is, for many Managers and Supervisors, it’s also one of the most dreaded.  Managers and Supervisors often worry that their employees will react negatively to a coaching discussion.  Without the proper ground work employees may feel caught off guard, and indeed react negatively to what they consider as unwarranted criticism.

Despite these reservations, the ability to effectively coach employees and help them attain the desired level of performance and/or development is often the difference between a successful or unsuccessful Manager or Supervisor.  Consequently, as a Supervisor or Manager, the ability to successfully coach your employees is one of the most important skill sets you need to develop.

Successful Coaching Efforts

Successful coaching involves a number of key ingredients.  Some of the most important are:

  • The Manager/Supervisor has credibility in the employee’s eyes that the Manager/Supervisor knows what they’re talking about.

  • The employee trusts the coach’s opinion.

  • The Manager/Supervisor sets an environment conducive to effective communication.

  • The Manager/Supervisor makes sure that the employee receives the needed training on how to perform as expected.

  • Performance expectations and measurement criteria are clear.

  • Feedback on the employee’s performance is accurate.

  • The Manager/Supervisor provides feedback on things done well as well as areas needing improvement.

  • The Manager/Supervisor actively involves the employee’s ideas on how to make needed improvements.

Coaching Efforts That Fail

When coaching fails, it’s also often for some key reasons.  Some of the common ones are:

  • The employee doesn’t trust the Manager/Supervisor.

  • The Manager/Supervisor hasn’t established credibility in the employee’s eyes that they know what they are talking about.

  • The Manager/Supervisor sets a threatening atmosphere for the discussion.

  • The Manager/Supervisor hasn’t trained the employee how to perform as expected.

  • The employee doesn’t feel they’ve been told the applicable performance expectations and how they’re going to be measured.

  • The employee doesn’t feel the Manager/Supervisor’s feedback is accurate and objective.

  • The Supervisor/Manager can’t provide specific examples of what the employee needs to improve.

  • The Manager/Supervisor only concentrates on what the employee needs to improve and doesn’t praise things done well.

So How Do I Learn These Skills?

To help you learn how to coach effectively, KAW Consulting developed  “Coaching Skills for Managers and Supervisors” an electronic handbook that walks you step by step through the process of how to coach your employees effectively.

Written in clear, easy to understand language, you’ll learn how to:

  • Establish the groundwork to have an effective coaching relationship with your employees.

  • Determine expected performance levels for your employees’ major tasks and responsibilities.

  • Provide your employees with the needed training.

  • Analyze your employees’ current level of performance against expected levels, and identify areas needing improvement.

  • Hold an effective coaching discussion to provide employees with feedback on how they are doing, and develop plans for making needed improvements.

We’ve even included sample forms you can use to identify how you want to define expected levels of performance, develop training plans, analyze how well your employees are performing, and plan an effective coaching discussion.

Available in both Kindle and PDF

To meet the demands of our global users, “Coaching Skills for Managers and Supervisors” is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both. International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need to coach an employee.

KINDLE Version

Click Here to see a Sample  Kindle Version.  U.S. users can order directly.  Global users should  either click here, or visit your applicable Amazon website and input “Coaching Skills for Managers and Supervisors” in the search criteria.

PDF Version

For U.S. users, the PDF version allows you to store “Coaching Skills for Managers and Supervisors” on your computer so you have it accessible each time you need to coach an employee. It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages. If you want hard copy you can print what you need.

You can purchase single copies or share with additional users by purchasing additional licenses. This makes it easy for organizations to increase the productivity of their staffs.

You can buy single copies for the low price of $21.95.

Sharing with additional users is also easy–just purchase additional licenses at $19.95 per user.

To view a sample and instructions on how to purchase the PDF version online click here.

Note: PDF Version available to only U.S. customers at this time.

Why Worry About Social Media?

Ever wondered how to answer someone that asks what’s the value of all this social networking stuff? Or why would anyone ever use Twitter, Facebook, Linkedin, You Tube, etc. and how do they relate to each other?

You can play the role of an expert and develop your own answer by solving the case in this posting. A great way to learn by doing!

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Introduction: Ever wondered how to answer someone that asks what’s the value of all this social networking/media stuff?  Or why would anyone ever use Twitter, Facebook, Linkedin, You Tube, etc. and how do they relate to each other?

Well, here’s a way to learn by playing the role of an expert and advising someone else asking the same basic question.  The case below challenges you to test your creativity and advise someone on the impact of changes being caused as a result of social networking. In this case it’s your friends (a brother and sister) who as you’ll see in the scenario don’t understand social media, but are being impacted by it in a real way.

This scenario is based on one of the important types of change—the need to adapt to changes in the environment caused by events largely outside of your control. In this case, the change is because of social media.

To play:

  • Read the scenario below.
  • Then develop some advice.
  • If you want to share your ideas, post your response on Twitter #KAWConsulting so others can respond and share their ideas as well.

  • Better yet, share this challenge with others (friends, colleagues, etc.)  and get them to respond as well.  (It can be the start of a collaborative learning community).

  • Or, leave a comment.  (Comments will be public so be advised that others viewing this posting will be able to see them).

Scenario:

Your friends own and run a party store. The store has been in their family for 30 years. Their father started it back in the 80’s, and now they run it. The key to being successful for so long has been based on:

– Location (it’s in a suburban strip mall with easy access from several local single family house developments).

– Carrying the right inventory—supplies for birthday parties, holidays, graduations, weddings, etc.

– Affordable prices

– Marketing—they have display ads in the local phone directory, advertise in the community paper, support school events, etc.

Lately their business is going down, while they’ve noticed that one of their competitors seems awfully busy. This concerns them—along with the fact that their income is taking quite a nose dive.

Consequently, your friends hired a mystery shopper and find out that their competitor is using some strange new techniques, that frankly they had never really heard of. Apparently, the competitor has something called a Blog and writes articles on everything you need to know to plan your party or event. They seem to have fans on something called Facebook, and have created a community of enthusiastic followers, that always seem to know about their specials. They even are using something called Twitter to communicate with an even wider network. What’s more, they’ve even hired someone called an Event Specialist, who can help customers plan your party so it’s just right.

Getting somewhat frantic, your friends call you, because you always seem to be on the leading edge of everything, and ask for advice on what to do. Even though they don’t know much about the new technology, or how to use it, they know they need to do something fast and right.

Based on what you’ve heard, your gut tells you that the changes involved may be enormous and involve a lot more than just technology.

Challenge: Assume that you’re the friend. What advice would you give about:

– What your friends need to learn.

– What they need to do.

– What challenges will they face?

– What changes will they need to make?

– Who will be impacted by the changes?

– What do they need to do to implement them successfully?

– Other advice you think important.

Resources: A couple of Blogs with helpful information–look for ideas on how to use Social Media as Marketing Tool.

http://www.modernmediainstitute.com/

http://mashable.com/

Question for further reflection: What approach can you use to help your organization learn how best to use social media?

Contact Information

E-Mail KAWCONSULTING@COMCAST.NET

Copyright 2010 KAW Consulting.  All rights reserved.

Planning for a Major Change Initiative

For a major change initiative to succeed, it’s vital that the planning for it addresses key strategic, leadership and operational issues. Learn important key questions to consider when planning a major change initiative.

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Note:   This post provides a list of questions that need to be considered when planning a major change initiative. For assistance in developing a plan based on these and other questions unique to your organization, contact KAW Consulting directly.

Introduction:  For a major change initiative to succeed, it’s vital that the planning for it addresses key strategic, leadership and operational issues.  Projects that fail often don’t sufficiently address these areas and find that they didn’t have a broad enough definition of the project’s scope, didn’t include all the necessary activities, or have the needed resources to make the initiative a success.

Following is a list of questions to ask when developing the strategy for a major change initiative to help ensure your plan addresses the needed areas.  

Strategic

  • Is there a clear Vision for the initiative that clearly states why it’s being done, the reasons why it’s critical for the organization’s continued success, the benefit of doing it, and the probable impact of it on the organization?

  • Can the Highest Executive in the organization clearly explain this?

  • Is the definition of the initiative’s scope broad enough to encompass what really needs to be done?

Example: Does the initiative require a re-examination and redesign of existing business processes as well as integration of new technology? Will there be major impacts on staffing, relationships between departments, need for better teamwork, etc. as a result of the initiative?

  • Does each member of Executive Leadership have a clear understanding of the initiative’s purpose, strategic intent and true impact on their segment of the organization, and their role in making this a success? Many times this is only vaguely understood and the result is a lack of communication down the line that this effort is “critical” and the needed attention be paid to it as one of the “key things we’re working on”.

  • Is this initiative’s success reflected in key organization strategic goals and performance criteria at the executive level?

  • Are the initiative’s resource requirements understood and included in the organization’s capital and operating expense budgets?

  • Is the status of the initiative included in the organization’s key monitoring systems that evaluate progress against key strategic goals?

Leadership

  • Who has overall responsibility for implementation of this initiative? Is this clearly communicated and understood by the organization’s Executive and Senior Leadership?

  • Does this responsibility cover all the needed areas such as business impact identification and process redesign, user training, system implementation and adoption planning versus just system development and testing?

  • Does the initiative have a Leadership Team composed of representatives from impacted departments/stakeholder areas with responsibility and accountability for successful implementation in their Department?

  • Do these Departmental representatives clearly understand their roles and responsibilities? Is the success of this initiative a key part of their performance criteria?

  • Do the Departmental representatives have enough organizational authority to ensure the initiative gets the needed attention in their department/area?

  • Do the various Departments and Stakeholders have this initiative and its success as one of their key performance goals? Are the necessary resources included in their Departmental operating budgets?

Operational

  • Does the initiative’s overall project plan include all the major activity areas such as business impact analysis, process redesign evaluation, staffing and culture change needs, communications, implementation planning, user training, etc. versus just system design, testing and implementation?

  • Key Question to Answer: What are the areas someone might say “This is clearly a major area we overlooked in our planning…” if the project failed. These are all activity areas that need to be in your plan.

Example: Departments did not really understand the impact on their operations and proactively get ready for it, and experienced substantial difficulties once new technology started up. When looking at the initiative’s overall plan after the fact, it didn’t include enough attention to departmental business impact analysis as a major phase.

What Every Manager Needs to Know About Time Management

Time Management is one of the biggest challenges facing Managers and Supervisors. Learn the key skills you need as a Supervisor or Manager to manage your time effectively.

Note: “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” is now available in both Kindle and PDF Versions. Both U.S. and International Users can buy Kindle Versions.  PDF versions are available for U.S. purchasers.

To view a sample Kindle Version Click Here. U.S. purchasers can buy directly.  To view instructions on how to purchase international versions click here.

U.S. Purchasers who want to buy a PDF version should click here.

One of the biggest challenges Supervisors and Managers face is managing their time.  Because of the very nature of their job, Supervisors and Managers are often bombarded with competing demands on their time from staff, internal/external customers and management.  Unmanaged, these demands can prove to be overwhelming. Yet, the ability to identify and focus their attention on the most important tasks is often the difference between a successful or unsuccessful Manager or Supervisor.  Consequently, as a Supervisor or Manager, the ability to successfully manage your time is one of the most important skill sets you need to develop.

Symptoms of Poor Time Management

Find a Supervisor or Manager struggling to manage their time and you will often find common symptoms.  Among these are:

  • A Lack of a clear understanding of what they should be focusing their time on.
  • Underestimating how long things take, so schedules are unrealistic.
  • Failure to prioritize between activities.
  • Belief that Time management tools and methods are too complex and cumbersome.
  • If using a time management strategy, using one that ignores the needs of key people they deal with.
  • Inability to successfully deal with time wasters and barriers to getting things done.

Signs of Good Time Management

On the other hand, Supervisors and Managers that effectively manage their time also usually share some common traits. They have:

  • A clear handle on what they want to accomplish and when.
  • A clear understanding of the needed steps and time requirements to accomplish the tasks needed to meet these goals.
  • A daily routine that permits them to spend the needed time on each area.
  • A time management plan that also reflects the needs of other key people that they interact with such as their boss, clients, staff and colleagues they need to collaborate with on projects and issues.
  • The ability to deal with common time wasters and barriers to getting things done.

Because be able to manage your time is such an important skill, KAW Consulting developed “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS”, an electronic handbook that will help you learn these vital skills.

You’ll learn how to:

  • Analyze your job and identify what you should focus your time on to achieve what’s expected and your own personal goals.
  • Develop an ideal picture of how to allocate your time between your various activities.
  • Analyze how you are currently spending your time and identify the gaps from your ideal picture.
  • Develop weekly and daily schedules so you focus your time on the activities needed to achieve your goals.
  • Deal with time management challenges such as unexpected interruptions, non critical phone calls, high volumes of e-mail, and unproductive meetings.

Unlike most books on time management that are too complicated and hard to understand,  “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” is exactly the opposite. It’s written in easy to understand language that walks you step by step through the process of managing your time more effectively. We’ve even included sample forms you can use to identify how you want to spend your time, track how you’re currently spending it versus how you’d like to, and develop the weekly and daily plans to get what you want done.

Available in both Kindle and PDF

To meet the demands of our global users, TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both. International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need it.

KINDLE Version

Kindle versions allow you to store “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” either on your Kindle or Kindle app (where available) on your iPad, iPhone, Android, Windows Phone or other appropriate tablet and have it readily accessible whenever you need to determine how best to manage your time.

For information on the Kindle version either click here, or visit your applicable Amazon website and input “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” in the search criteria.

PDF Version

For U.S. users, the PDF version allows you to store “TIME MANAGEMENT FOR MANAGERS AND SUPERVISORS” on your computer so you have it readily accessible. It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages. If you want hard copy you can print what you need.

You can buy single copies for the low price of $15.95.

Sharing with additional users is also easy–just purchase additional licenses at $14.95 per user.

To view a sample and instructions on how to purchase online click here.

Note: PDF version available to U.S. customers only at this time.

Why Projects Fail and How to Avoid It

Learn how to make your projects succeed and avoid common reasons for project failure.

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If you’ve led or been involved in a project that failed, or ran into significant problems, you know first hand that it can be a real nightmare.  Even if it’s not a major project, the aggravation of unmet deliverables, missed deadlines, or cost overruns can be substantial, and have a real negative impact on your career.

So if your called upon to lead or participate in a  project in addition to your regular responsibilities, understanding some of the common reasons why projects fail and what to do about it is a must.

Common Reasons for Project Failure

Projects that fail, often fail for some common reasons.  Among these are:

  • Poorly Defined Project Requirements:

– Example: A new computer system implementation that left out a plan to adequately train new users.

  • Poor Task Analysis:

    – Example: An office move that left out important steps.

  • Overlooked reaction from people impacted by the project:

    – Example: A plan for a new road that didn’t plan sufficiently for negative community resistance and boycott.

  • Poor Scheduling:

    – Example: A project plan for implementing an initiative that called for heavy involvement from staff during peak normal workloads.

  • Lack of understanding or agreement by project team members of their responsibilities

    – Example: A critical task isn’t done because one of the project team members didn’t realize they were responsible for it.

  • Lack of Coordination with other Groups/Departments. 

    – Example:  The failure to include the impact of a new computer system on another system that uses the same data.

  • Missed Deadline

    – Example: The failure to hold timely project reviews to monitor the project’s status, and take corrective action when necessary.

Projects That Work

On the other hand, successful projects are usually completely the opposite of projects that fail.  They usually have the following traits:

  • A clearly defined purpose and scope.
  • Clearly defined objectives that can be measured to determine if the project is a success.
  • Deliverables that are clearly stated and agreed upon.
  • Buy-in by Key Stakeholders on the need for the project.
  • Identified Coordination requirements both within the project team and with other affected groups.
  • Clearly defined critical success factors.
  • A project plan and schedule that  includes all the needed work tasks and deadlines.
  • A budget that reflects all the needed costs to successfully complete the project.
  • Sufficient status monitoring that  measures progress against the schedule, and identifies any needed corrective actions.

Because being able to manage projects successfully is such an important skill, KAW Consulting developed “PROJECT MANAGEMENT FOR MANAGERS AND SUPERVISORS”, an electronic handbook that will help you learn these vital skills.  You’ll learn a 4 phase process to:

  • Define the project’s scope, objectives, deliverables, critical success factors, resource needs, and collaboration requirements.
  • Break the work down into its major work blocks and tasks.
  • Develop an easy to use project schedule.
  • Monitor the project’s status and what to do if you find you’re off course.

Unlike most books on project management that are complicated and hard to understand,  “PROJECT MANAGEMENT FOR MANAGERS AND SUPERVISORS ” is exactly the opposite. It’s written in easy to understand language that walks you through the process of managing a project step by step, helping you think of the key ingredients to make your project successful, and avoid the common problems that crop up in unsuccessful ones.  We’ve even included sample forms you can easily adapt to fit your own project when defining the project’s key ingredients and developing the schedule and budget.

Like any great handbook, “PROJECT MANAGEMENT FOR MANAGERS AND SUPERVISORS” is something you’ll want to use over and over again.  And unlike paper handbooks, that get lost easily, it’s an electronic book in PDF format, that you can store on your computer so you have it accessible each time you need to use it.  Just call it up and it’s ready to use. If you want hard copy, you can print what you need.  To save you time, we’ve even included hyperlinks in the Table of Contents so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages.

 You can buy single copies for the low price of $21.95.

Sharing with additional users is also easy–just purchase additional licenses at $19.95 per user.

To view a sample and instructions on how to purchase online click here.