by MaryGrace Allenchey, PMP

When performance does not meet expectations, PMP project managers, program managers and even senior management all too often attribute and even dismiss the poor performance to “incompetent” human resources!

By Mark Jankowski

Trust but verify, it sounds good in theory, but how can it really be implemented? At SNI, we typically advise our clients not to make adjustments to their prices when a potential buyer claims that one of their competitors is cheaper until they see hard evidence.

I asked my colleague, Jeff Cochran, for his thoughts, and with a chuckle he said he could tell me a story about how he recently implemented it.

I had a project; I needed to get my driveway paved. Being a negotiator, I knew that I needed to do good preparation. The first step in preparing was to collect estimates so that I would have alternatives. Therefore, I contacted three contractors, provided them with the details of the project, and collected estimates. Of course, all three estimates were different. The most and least expensive estimates were significantly different. The first contractor I called was an acquaintance. He gave me an estimate of $8,500 to do the job. The second estimate came from a contractor who I found from an ad in my local paper. His estimate for the project was $7,500. Lastly, there was a sign on the driveway up the road. When I called the number on the sign to inquire about the cost of my project, I got an estimate of only $6,000. 

Naturally, I was inclined to choose the least expensive contractor. However, his offer seemed too good to be true. I did some research, and sure enough, I found out that cheaper offers like the one I received for $6,000 raise a major concern that the contractor would skimp on materials. Not using the correct amount of asphalt on the driveway could lead to major problems.

By MaryGrace Allenchey, PMP

At this time, in this economic climate, perhaps more than ever, it is necessary to make your capabilities as well as those of your organization SHINE…so you must polish your PERFORMANCE DIAMOND^®.

To enhance your performance, you must possess the knowledge required to optimally perform the tasks of your profession. Organizations must also provide associates with knowledge of enterprise specific products and services as well as the required life-cycle functions associated with successful delivery of those products and services.

By Mark Jankowski

In today’s economic environment, it is harder than ever to get a raise at work. On the other hand, people who have not had raises in several years may be in a great position to get that raise. When we talk about effective preparation, it is important to have precedents to establish the justification of the salary you will request. There are several precedents you can use:

Find out what other similar jobs pay (you can find them at payscale.com and glassdoor.com.)

Use prior percentages of increases that you have received in the past to justify that percentage again.

Uncover possible examples of ‘bonus for performance’ opportunities that have been given by your company.

Look for ancillary economic benefits provided to others in the organization such as company cars, additional vacation days, or opportunities to work from home.

While precedents are important to establish, the other elements of the preparation planner, such as you alternatives (and theirs), interests (what can you do to help the business make/save money), and walk away (your willingness to leave if you do not get the raise you want).

While asking for a raise in these challenging times is difficult, it is often said: “much is lost for the want of asking…”

By Mark Jankowski

People may use three types of tactics to make you concede your pricing.  They may start with “Give me a ballpark price;”  “You have to do better than that;” and “Let’s Split the Difference.”  Each of these is difficult to handle, and when combined throughout a discussion of price, they can create a “triple-whammy.”

Let’s take a look at how to manage each of these monetary price concessions.

Give Me a Ballpark Price

There are two ways to manage this tactic. First you should resist the urge to provide a ballpark price. Rather than giving a figure off of the top of your head, tell the other side that you would much prefer to be able to think about the issue more so that you can make a more realistic assessment. If taking this approach is not possible, then make sure to lowball your ballpark to prevent getting locked into a bad deal before the discussion even starts.

You Have to do Better Than That

Defend against this tactic by asking the other side, “How much better do I have to do?” Asking this will force the other side to at least put a stake in the ground before you bid against yourself with no commitment from the other side.

By MaryGrace Allenchey, PMP

Introspective: looking into one’s own mind, feelings, capabilities, etc.

Innovation: process of making changes… new methods, techniques, devices, capabilities, etc.

Exploring the critical capabilities and expectations of project managers, I more often than not encounter senior management incapable of articulating their expectations for these managers, but “just know it when they see it”!

Opting to observe individuals who are deemed successful, effective, and even exceptional by their senior management, specific performance capabilities are always exemplified and therefore expected, in some degree, for each of the various Project/Program Management (PM) positions: Project Assistant, Project Coordinator, Project Manager, Senior Project Manager, Project Director, Program Manager, Assistant Vice President-PM, and Vice President - PM.

For each of these positions, the PDUs2Go course: Project & Program Management Professional Development and Career Program defines the performance expectations for the specific performance capability or professional dimension.

The following matrix, of typical expectations for a project manager, provides an effective assessment tool to examine your own capabilities and determine your enhancement opportunities.

 

Professional Dimension

By MaryGrace Allenchey, PMP

Project, Program and even Portfolio Management (PM) expertise requires diligent development and implementation of critical processes and their associated procedures to ensure effective execution and management of the PM Knowledge Areas^®.

These management controls are defined during the PM Planning Process by unambiguously and succinctly documenting the specific process for each PM Knowledge Area^®. They must be subsequently  be implemented during the Executing and Monitoring & Controlling Processes by incorporating and integrating the procedures or unique tasks to manage the PM Knowledge Area^®,  into the PM Work Breakdown Structure (WBS) and PM Schedule.

The following matrix provides the basic components and an effective technique for defining, documenting and implementing proficient, efficient and comprehensive management of PM Knowledge Areas^®.  Each PM-control or management technique for the PM Knowledge Area® must define what must be managed, who participates in the process, when the procedures are executed and how the tasks are completed.

By Mark Jankowski

The Bluff is the single most difficult tactic to identify. It occurs when the other side says things such as: “I have no room to move”; “That is the best I can do” or “I have a competitive bid that is 20% cheaper.”

Most people trust that the other side is telling them the truth and if possible, drop their price. Ultimately, you may have to do just that, but most people would be more satisfied if they knew that the other bid was 20% lower and they did not just fall for a bluff. Here are some ways to test the bluff:

Ask for Documentation

Most people feel very uncomfortable using this technique because they feel that if they ask to see information in writing that they are calling the other person a liar.  Obviously you do not want to do this, so here are some ways to phrase the request for documentation:

1. Apples to Apples.  Tell the other side that you need to see the bid to make sure that they are providing the same terms and conditions that you are.  You can say that “in the past” other people have undercut your pricing by using cheaper materials or by providing less service.  If you can see the bid, you can make sure that this is not the situation.

1. Blame a Higher Authority.  “I certainly believe you, but in order to get the decrease approved, I need to take the competing bid back to my partners and show them so that they know the entire situation.”

By MaryGrace Allenchey, PMP

Successful Project and Program Managers acknowledge the benefits of LOFTY LEADERSHIP… the elevated leadership that heightens overall performance and optimizes project and program results.

Experienced project and program management (PM) professionals embrace and embody the critical behaviors of LOFTY LEADERSHIP; and effectively and proficiently apply the following PM-techniques to achieve LOFTY LEADERSHIP.

Capability	Behavior	PM-Technique
L - Listen	Optimize the synergy of diverse and even remote individuals and teams.	COMMUNICATIONS: Provide opportunities that ensure everyone’s ideas are fearlessly, freely, honestly and openly expressed Include time for each individual to speak at project or program meetings When culture requires a more private approach, invite each person to write their idea, and collect input for a scheduled session to discuss data.
O - Organize	Optimize human, material, equipment and budget resources.	BASELINE PLAN: Develop “implementation strategy” Define “triple constraint” Manage “baseline plan” PM-CONTROLS: Define procedures, techniques and forms to manage/control Change, Contracts, Cost, Issues, Procurements, Quality, and Risk. Ensure process documentation includes: WHO participates in procedures WHEN procedures are performed HOW procedures are executed

By Mark Jankowski

Imagine this: you reach an agreement in a negotiation and the other side says: “I will send you the contract.” You gladly accept as it means less work for you. Unfortunately many times the language in the contract may differ slightly from your understanding of the prior agreement. You suggest several changes and the other side acts startled that you are changing what had already been agreed to and now they claim that since you are making changes, they are allowed to re-open issues as well.

When two parties reach an agreement, many times it is codified within a written contract. Many people feel that the process is completed when the handshake occurs, but some people use the tactic of Controlling the Contract to gain extra advantage after the other side thinks that the deal is done.

To manage Controlling the Contact tactics, try to: