Keynote to Educate on Successful Projects
In order to comply with the Affordable Care Act, the State of Oregon made the decision to build its own Health Insurance Exchange (ORHIX). An online portal to allow applicants was supposed to go live October 1, 2013. As of March 30, 2014 the site was not functional and all ORHIX applications must be processed from paper applications.
Leadership is more than leading the people reporting to you. Too often, you need to lead people over which you lack any authority. The absence of hierarchical advantage adds a challenge, but is ideal training on how to deal with managers, customers, and difficult people. The key is making them feel the direction chosen is theirs. One of the best methods of doing this is storytelling.
Presentations, Classes and Book Signings
Following are the upcoming presentations, classes and book signings:
The four steps to bring a project back from red. They are:
- Project Audit;
- Data Analysis;
- Solution Negotiation;
- Plan Execution.
Like any recovery, be it twelve-step or four-step, it goes nowhere without realization of the problem. Step zero is acknowledging the failure. Without this step, the problems and subsequent resolutions will not have full recognition and the project recovery will fail due to the lack of management support. With realization, the recovery process has meaning.
Are you an event planner looking for more information about our keynotes, presentations, webinars. workshops, and classes? Most of our keynotes and presentations are posted online; however, most of our classes and workshops are not since they are custom to the client. This article will help you understand how we can help you.
“He did a fantastic job. In three and a half hours he not only familiarized our people with the psychology of change, but also walked them through how the proposed changes for next year will impact them and our clients.”
Christine Herb, VP Professional Services
eCameron provides a variety of keynotes and seminars for your company or organization. They are broken into three groups:
- Business Advancement Series – addressing business leadership topics from strategic planning to implementation as they relate to running projects successfully.
- Visualizing Change Series – change management and the challenges in adopting new processes.
- Back From RedTM Series – focusing on topics that are directly associated with properly running projects in any organization.
As they say in the army, never volunteer. Nowhere could that be truer than when it comes to project sponsorship. Given a choice between a root canal and project sponsorship, most managers and executives start looking up dentists on the internet. It is a sad fact—one that project managers must deal with on a daily basis. It is often the project manager’s first solid opportunity to lead up.
Recently I received the book Strategies for Project Sponsorship by Vicki James, Ron Rosenhead, and Peter Taylor, all good friends of mine and trustworthy twitter contributors. It took a while for the book to trickle “up” to the top of my stack; however, when it did I was more than impressed.
Back in the eighties, I was working for a large aerospace company cutting my teeth as a systems analyst. My bosses were a little older than I am now, and they loved talking about the days before cubicles, pontificating on how personal computers were inferior to mainframes, and reminiscing about the days of the BOMARC missile. It was their way of telling us thirty-something kids that they were in control and we needed to respect their position. Then, as now, information was king and these pterodactyls were not letting it go. To earn the stripes, one had to partake in the tribal rituals, smoke cigars during three-martini lunches, and attend your boss's parties. They saw no value in email let alone the boondoggle shop floor automation project I was part of. In two words, communication sucked.
Project failure is rampant in nearly every industry. In the US alone, the cost are huge with estimates running as high as a trillion dollars a year. In most cases, the project manager and his or her team are blamed. The project, however, is only the symptom with the source of the failure imbedded in the organization. Project pressure stresses the weak links in the organization causing them to snap.