Projects Well - Why projects fail? - project
The Behavioral Science of Project Management and Leadership
October 12-16, 2015 - Pakistan
Curious? Watch this video.
This course is a belief and behavior change course. If
you are not interested in changing your beliefs or your
behaviors, do not take this course.
This unusual and intense seminar
discusses the “real world” of projects – “what
they don’t teach you in project management school”.
The unique approach applies to both team members as
well as project managers with all ranges of experience. It
is based on the author’s book and facilitated by the
Both industry and author survey
experience show projects fail chiefly for behavioral
reasons. You probably know for yourself how poor
cooperation, inefficiency, conflict, lack of initiative,
and unmotivated stakeholders have plagued your projects. We
address all these issues and more, using Agile behaviors
equally applicable to both Agile and traditional projects.
We explore practice, not theory. Real reasons for project
success and failure are discussed, with many options for
practical solutions. You are taught specific powerful
Neuro-Linguistic Programming (NLP) techniques to rapidly
change your own methods and behaviors in the right way for
One-on-one coaching, the author’s
text, workbook, stress CD, seminar audio, and follow-up
WEBinar are all included in the program.
More information on this program can be found on
This course comprises the
technologies of human interaction, the
exchange of information, and how to compel others to achieve more in the contexts of
projects and workplace problems, including:
- To change the way participants look at things so that the things they’re looking
at will change.
- To change the way participants say things so that that the things they say will change
- To change the way participants act (by scientifically choosing actions and patterns of behavior and language)
so that their actions will change thingsincluding unproductive behaviors at work.
What you'll actually do in this course:
- Investigate the human elements causing projects
to fail and related solutions.
- Improve how you view human
interactions for leadership.
- Change unproductive behaviors at
work to eliminate interruptions, reduce waste
and rework, manage scope creep, and clarify
- Practice flexibility in how information
- Look at the technologies of human interaction, the
exchange of information, and how to compel others to
achieve more (motivate).
surprises and problems.
- Forecast schedule
delays or budget problems.
- Prepare team
Well known around the world for its pragmatic, interactive approach,
this is a favorite of seasoned managers alike. Research over a 10-year period found technical
factors were listed rarely out of hundreds of reasons for project
failure. All other
times, people and behavioral factors - people matters - were the principal cause of
Especially applicable for Agile projects:
Agile project management has migrated from its home in software engineering to other project disciplines. It is commonly used for small, short turnaround,
and rapidly developed projects. The following Agile characteristics necessitate a high degree of team member cooperation, communication,
initiative, and influence taught in
- Daily SCRUM meetings need everyone's participation
- Tasks are self-selected by team, requiring high initiative
- Need for interaction among team members is high
- Negotiation and cooperation among team members is required
- True teams, not just project groups, are necessary
- SCRUM masters have to involve and influence PMs and stakeholders
- Short-term problems need rapid solutions
Is this how your leaders are leading?
Creating silos, turf wars, and power struggles: Do your people
have difficulty walking in others’ shoes? Who’s shoes? Your
clients, internal customers, members of other departments, team
members. In general, you may note that there is a lack of communication between departments and leaders.
Lack of "follow-ship:" Are your people inflexible
in their communication style? Do they tend to alienate others
because they do not empathize to a sufficient degree with others?
Creating apathy: Do your people know how to motivate others?
Stifling creativity and communication: Rather than managing fear in the
workplace, are your people instilling it?
Creating chaos: Do your people tend jump to conclusions based on symptoms of the
problems, not the true problem?
Signs of a need for improved awareness by your
- Customers are squawking and screaming at project surprises.
- Customers complain "it's the wrong
Poor Project Planning, leaders:
- Select the wrong contractors. (See also strategic
partnering with your contractor.)
- Carry out projects ad hoc instead of according to an organized plan.
- Work symptoms of the problem, not the real problem.
- Are completely unprepared for contingencies.
- Can’t estimate resources, time, and budget.
- Ask for too few or too many people.
- Allow scope to creep.
- Are over-budget and late.
- Learn about broken stuff too late.
- Inability to explain complex issues simply and be more convincing to senior
- Inability to make a clear case to senior
Failure to Lead, leaders:
- Submit or surrender to unrealistic budgets and schedules
- Are taken by surprise about something on project
- Fail to delegate
- Fail to mentor which causes rapid turnover
- Accidently mislead customers and team members
- Fail to report exceptions
- Feel de-motivated and frustrated working on dead-end project jobs
- Reduce productivity
Sample this course:
select any of the WEBinars and references listed under "in
this section" top-left above.
More detail: examine our 4 or 5 day formats for
detailed syllabus and agenda, or view and print our
See it live: View our 5-15 minute overview
or our 30
minute comprehensive details movie if
desired, or, for dial-up connections or electronic
audio and PowerPoint "hardcopy", check out our
Notice the ways this course has helped attendees
Projects related to this course:
For an attendee at one of our Project Management courses, Theresa "re-installed" the capability to visualize problems and
solutions the way she had been able to when she was younger, by
using coaching and Neuro-Linguistic Programming (NLP) .
For a member of a development team, Theresa clarified a vague "team building" objective to a specific
one using the Well Formed Outcomes technique: How to minimize conflict during a Joint Application Development session.
For a Federal Government agency, Steve and Theresa showed multiple teams how to successfully juggle substantially more
conflicting projects simultaneously than they had been able to achieve previously,
by utilizing specialized course techniques. The agency
reported major decreases in stress and overload, and that it
"saved" their group.
For attendees at a number of programs, people have radically altered and improved their personal productivity in gathering requirements and juggling conflicting
priorities, by following Theresa's and Steve's advice.
This Course has many deliverables beyond the teaching
- Detailed surveying
and optional interviewing of participants for course tailoring
- Two to Five day seminar
- Day or Evening program on
project scheduling, working with contractors, and project risk
(public seminar only)
- Day or Evening program on
handling conflict and convincing strategies (public seminar
- Substantial morning,
daytime, noon, and evening individual "Navigating The Obstacle Course
- Detailed seminar
- A copy of the
author's book, Managing Projects Well
- Audio CD: Stress
- Digital CD: All
PowerPoint slides plus full audio transcript from prior
seminars, or if in-house, a recording of your own seminar
- Global forum website access for information sharing among past participants
- Follow-on WEBinars to
integrate performance on the job
Post your implementation experiences on our forum.