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What We Offer & Don’t Offer

We offer support for people sponsoring, leading, working on and affected by projects. We have deep and broad experience being in these roles as well as consulting with people in these roles. We can

help you identify issues and their underlying causes, including troublesome behaviors and reactions to change that can impact your project. We aren’t afraid to deal directly with difficult problems. We don’t take over your project but rather help you to identify solutions that address your project’s issues and fit your project and your organization. We support you  while you work to resolve your project’s issues with Individual and Team Consultations and through our Community Forum.

There are many excellent project management websites and services that address the mechanics of managing a project, such as planning, scheduling, staffing, tracking and reporting as well as project management certifications.  So we don’t offer this support but can refer you to others who do.

If you aren’t sure if we offer a particular service, please contact us.

General Topic What We Offer What We Don’t Offer
Project Management Culture and Tools
  • Understanding your organization’s PM history, culture and skills
  • Help choosing the level of structure and discipline for your project & appropriate for your organization (i.e., so eyes don’t glaze over and heads don’t explode.)
  • Guidelines for introducing levels of PM structure to your organization depending on its history


  • Project Management software such as MS Project
  • PM Collaboration Tools such as SharePoint
  • Gantt charting
  • Create a WBS


PM Training, Certifications and Classes
  • Referral to PMI and PM sites


  • PM Training
  • PMI certification
  • PDU credits
Software Development
  • Connection with people who do this kind of work
  • Java, HTML, languages
  • Agile methods
  • Agile PM
Communication and relationship management
  • Two way, congruent with real people talking about real issues
  • Communication Styles (MBTI) & how to use them
  • How to facilitate communication between team members
  • How to address difficult unproductive work relationships between you and someone else on the project?
  • You get negative feedback from your boss, peers, and employees.  How do you handle that conversation congruently toward a positive outcome?
  • How to congruently confront bosses, peer, and subordinates about not getting the support you need from them?
  • Your needs are in conflict with others’ needs such as your boss, peers, and employees. How do you have a congruent conversation about this that respects your needs and theirs?
  • How to work with a boss or customer whose expectations seem to be constantly changing?
  • How to deal with vendors who aren’t meeting contractual obligations?
  • One way status reports, budgets, MS PowerPoint presentations, etc.
Change Management
  • Change Model
  • Coping styles
  • Guidelines for assessing your organization’s strengths and areas that may need additional support during change
  • How to assess your project’s chances of success considering organizational context and culture?
  • Assessing readiness for change
  • Clarifying your company’s change culture
  • How to recognize culture clashes among organizational groups and be able to articulate them in creative and productive ways?
  • Classes in superficial change from top down perspective
Project Buy-in
  • Ways to get to the heart of what your company really wants & needs
  • How to build natural buy-in by connecting with what your company & people want & need
  • “Marketing” approach to convincing people to buy-in; one-way, top down
Project Roles
  • Defining roles based on what works in your organization
  • Building common understanding of roles and responsibilities and getting buy-in by people with the roles
  • Building a project community that supports each other
  • Typical assigning and telling people what their roles are based on just the project structure
  • Traditional Team-Building Workshops
Executive Sponsorship
  • Determining which executives are important sponsors
  • Defining sponsors roles in decision-making, staffing, authority, & communication
  • Building sponsor/PM relationships
  • Maintaining sponsor buy-in
  • Assume sponsors know their roles and how to support the project
Production Support Transition
  • Things to consider in how you transition from project to on-going production support
  • Assessing production support needs, approaches and readiness
  • Planning production support organization structure, skills, staffing, etc.
  • Configuration Management
  • ITIL
  • Release management
  • Use of Decision Director to identify requirements in a more thoroughly and easier in facilitated sessions
  • Managing functional user reactions to requirements needs
  • Requirements analysis from scratch
  • Requirements tracking tools
Functional User Transition to new system
  • Change Management considerations
  • Skill development approaches to prepare users for new system
  • Assessing user ability to adapt to use of new system
  • Adjustments needed DURING the transition to projection (workload, service cycle time, Q&A, etc.)
  • How to prepare work groups to change and adapt to new ways of doing their work?
  • No Software system user training
Business Process Change
  • Ways to identify and gain support for process changes
  • Use of Decision Director to help create acceptance for process change
  • Understanding organization and culture changes associated with business process changes
  • Business process mapping
  • Business process documentation
Budgets & Performance
  • How risk affects budgets
  • EVM
  • Statistical Process Control
  • Budgets
  • Project Dashboards
Setting up a PMO
  • Portfolio Management
PM Best Practices
  • Benchmarking
  • Interviewing/selecting Project Managers
  • Resource allocation
Why projects fail?
  • How to assess your project’s chances of success considering organizational context and culture? Your project, for you specifically, right now
  • Generic Lists of why projects fail

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