The American Management Association New Media team hosted a webcast with Glen B. Alleman, author of Performance-Based Project Management: Increasing the Probability of Project Success. Alleman discussed five principles that will help you increase the probability of project success and show you how to apply them to a broad range of projects.
Wednesday, April 22, 2015
12:00 PM – 1:00 PM Eastern
Meeting Number: 17874-00001
Find the Archived Webcast Here
Your schedule is set, the budget determined, talent deployed, best practices adhered to every step of the way—and still the project fails. Often missing are these five principles:
- Communicating your project’s success factors (or ultimately being “Done”) in meaningful units of measure to your decision makers
- Planning to reach “Done” at the needed time for the required budget
- Planning for all the resources that must be in place to reach “Done”
- Identifying what impediments you will encounter along the way to “Done” and how you are going to handle them
- Knowing how you will measure progress to your plan, to ensure that you are “Done” on or before estimated completion date, at or below your planned budget, and that project outcomes meet the needs of your customer
These five immutable principles have tailorable practices and processes depending on project domains, each based on the principles. But these principles are immutable in that they are the foundation of success for all projects.
Find Glen B. Alleman’s AMA Webcast Here
Glen B. Alleman leads the Program Planning and Controls practice for Niwot Ridge, LLC. In this position Glen brings his 30 years of experience in program and project management, systems engineering, software development, and general management to bear on the problems of performance-based management. Glen’s Project and Program Management experience includes space, defense, enterprise IT, and software intensive systems in a variety of firms including Logicon, TRW, CH2M Hill, SM&A, and several consulting firms before joining Niwot Ridge, LLC. He is the author of Performance-Based Project Management® and writes the blog Herding Cats.
An increasing number of Millennials are now parents, which is making marketing to this diverse generation even more difficult than it already was. Millennials with Kids: Marketing to This Powerful and Surprisingly Different Generation of Parents by Jeff Fromm and Marissa Vidler teaches us to change how we think about this generation of digital natives. Journalists, booksellers, book reviewers, librarians, and media professionals interested in marketing strategies for this new generation of parents are invited to request Millennials with Kids for review.
Think you know your customer? Think again.
While everyone was bemoaning their alleged laziness and self-absorption, the Millennial generation quietly grew up. Pragmatic, diverse, and digitally native, this massive cohort of 80 million are now entering their prime consumer years, having children of their own, and shifting priorities as they move solidly into adulthood.
Millennials with Kids changes how we think about this new generation of parents and uncovers profound insights for marketers and brand strategists seeking to earn their loyalty. Building on the highly acclaimed Marketing to Millennials, this book captures data from a new large-scale generational study and reveals how to:
Enlist Millennial parents as co-creators of brands and products • Promote purpose beyond the bottom line • Cultivate shareability • Democratize customer experience • Integrate technology • Develop content-driven campaigns that speak to Millennials • And more
A gold mine of demographic profiles, interviews, and examples of brand successes and failures, this book helps marketers rethink the typical American household—and connect with these critical consumers in the complex participation economy.
Jeff Fromm is President of FutureCast, a Millennial marketing consulting firm, coauthor of Marketing to Millennials, and contributing writer at Forbes.
Marissa Vidler is founder and Research “Genius” of Clear Box Insights, a marketing research firm.
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Persuasion Equation: The Subtle Science of Getting Your Way by Mark Rodgers
“Analytical Behavior: You’d think all Analyticals are from Missouri. They say, ‘Show me the logic. Show me the principles. Show me the data. Show me the objective third-party analysis.’ This is the modus operandi for Analyticals. They want to know not only if something works, but how and why and who says. Others may see them as lacking energy or acting aloof, but don’t be fooled: They are using their energy for mental processing and consideration of all angles of a given topic. Analytics don’t make friends easily or quickly, but once they do, relationships are important. Like Amiables, they avoid risk, because their desire to be right is almost all-consuming” (page 49).
Whoever Tells the Best Story Wins: How to Use Your Own Stories to Communicate with Power and Impact, Second Edition by Annette Simmons
“No matter how skilled you are at storytelling, all stories can be distorted by premature feedback comes in the form of ‘Can I make a suggestion?’ One time I got a ‘suggestion’ and, as a result, I dropped a detail out of a story when next I told it. The story fell flat without it, so I put that detail back in. I’ve since come to the conclusion that the person who made the suggestion may have felt judged by his interpretation of what that detail meant. After reflecting, I realized that I wanted this detail to provoke self-examination. I had said, ‘Nasrudin had not prepared his words to touch the hearts and minds of the people; he thought he could wing it.’ My choice of wording makes ‘winging it’ sound like an act of hubris. I’m OK with that. If I can save anyone from suffering through unprepared, stream-of-consciousness ramblings, it is worth it. Opening the floor to criticism often gives you more information about your listeners’ pet peeves than the quality of your story. Appreciations are much more reliable in finding the parts of your story that work and letting the other parts die on the vine” (page 43).
Learning to Succeed: Rethinking Corporate Education in a World of Unrelenting Challenge by Jason Wingard
“Small start-up organizations are focused on almost everything at once—funding, hiring, product production or service development, branding, selling, keeping pace with the competition, and other priorities. But, more than anything else, they are obsessed with survival. New companies are founded for all kinds of reasons: the belief in an unmet demand for a product or service can be delivered better or more efficiently, or both; the notion that they are well positioned to offer a solution that meets a specialized or unique market need, and a host of others. But, until it can achieve some kind of consistent revenue and profit, its leadership drives forward putting out fires in crisis management mode. There is usually some basic planning with regard to systems, operations, and development—and theoretically, the more funding, the more planning—but still, there’s a company-wide obsession with getting the job done however possible. Training is usually “on the job.” Managers live in crisis mode. And, in almost all but the very best-funded cases, analysis, strategic planning, and reevaluation of internal systems takes a backseat to the challenges at hand” (pages 108 & 109).
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