Over the last few years there has been much emphasis on project management methodologies such as Prince2. The introduction and roll out of these structured techniques helps set expectations amongst the wider community about what the project manager will do, and the manner in which communication will take place.
For instance the project stakeholders will not be surprised to see a project manager having a set of documents including
?Business Case,
?Project Initiation Document,
?Product flow chart
?Product descriptions
?Highlight reports
?Risk Log.
The development of the standard processes is obviously helpful as these, together with standard templates for the documents used, help many project issues to be anticipated and worked around. In order to be credible the methodologies need to cope with the most complex situations (e.g. Building the Olympic venues for London 2012)
The size and scope of some of the methods can give rise to serious issues as the project manager seeks to decide which elements from the methodology can be treated as optional and tries to downscale the approach to smaller projects. The level of detail or the number of stages of plans is all a matter of
judgement, as is the appropriate membership of a supervisory board within a Prince2 approach. Sometimes this reduction can be triggered by external time commercial and time pressures with people asking why you don't stop creating documents and get the team to concentrate on actually producing something; but it can also be decided by the personnel available to provide the supervisory roles and structures envisaged.
The project manager and the team
The role of the project manager and the team in making sure that the documents and controls are of appropriate quality can also sometimes be given insufficient attention.
?It is difficult to know when a risk log is complete. This log is sometimes compiled using brainstorming or other collaborative techniques, but the obvious need to have few un-mitigated risks can lead to 'game playing'.
?Deciding on the work breakdown structure and the product interdependencies can be really challenging.
As project methodologies have become more prevalent, the author has noticed a tendency for the subject knowledge of project managers to be treated by some as less important. The project manager may be more of a generalist who understands the process of project management rather than an individual who has experience of the particular challenges arising from the activities involved ( e.g. software development, building an airport ). There is little substitute for the experience that allows a project manager to judge when a small issue is one that will remain small or could grow into a issue threatening the complete project ( or even programme ). This isn't to say that software project managers need to know how to programme for example; but if for instance they don't understand the difference between representative and unrepresentative test harnesses for unit testing then the system integration could be appalling
painful.
The team obviously have a vital role to play but the team can feel inhibited from telling their boss that he or she is wrong. Even if the message is delivered it can be discounted, or confused with a lack of discipline. Independents can play a valuable role uncovering these and other challenges that the project may face.
Quite apart from the challenges that arise from the need to define management deliverables there are often serious issues with the estimates and assumptions made as part of specialist deliverables that are to be delivered through the project. These assumptions are of critical significance to the whole project and often need a detailed technical and business review to bring them to light. The technical staff within a project may not be aware their interpretation of the business requirements has embedded unsafe assumptions.
Examples of some unsafe assumptions that the author has uncovered during past project reviews are:
?Expecting the client to synchronize identifiers between systems on a regular basis.
?Misunderstanding the speed of response required to support call centre staff when designing a complex integration to back office systems.
Project reviews
More recently much attention has been given to 'gateway reviews'. In the UK the OGC have published a gateway review process that organisations may have adopted. It is worth recognising, however, what these reviews do well, and what they omit. The reviews focus on 'buy' rather than 'build', and they ask whether the project management controls are working and the project will deliver the benefits to its stakeholder community. The reviews do NOT focus or consider which assumptions may make the project outputs meaningless. This is assumed to be happening as part of the project management process. A review that actually looks at the real deliverables can be valuable to make sure that the project will still deliver something.
Conclusion
So whilst project management methodology is rightly seen as a means to avoid some of the more obvious pitfalls that have been seen in projects, practioners should be wary of assuming that the adoption of a particular methodology will be a miracle cure for all projects.
Once the views of the team and other stakeholders have been gathered it is worth getting independent review to assess your plan and the assumptions. Periodic refresh as the project unfolds can be worthwhile, depending on the extent of change experienced during the delivery period.
Hawthorne Heights Silver Bullet
Some people will tell you that in sales there is no such thing as a silver bullet. I can tell you that there is. It is called timing — getting in front of the right buyer at EXACTLY the right time. Research shows that the average sales person is five times more likely to make a sale when they have the right timing.
Event-Based Selling is a way to make timing happen. Read on if you want to learn how to make timing happen and repeatedly get in front of the right buyers at exactly the right time.
Buying Modes
To master timing you need to understand that, no matter what you sell or to whom, buyers are always in one of three Buying Modes:
1. Status Quo: Status Quo is when a buyer perceives the product or service they are currently using meets, or exceeds, their needs.
2. Window of Dissatisfaction: A Window of Dissatisfaction occurs after a buyer realizes that their current solution no longer meets their needs but before they start the process of searching for alternative solutions.
3. Searching for Alternatives: Searching for Alternatives is when a buyer realizes their current solution no longer meets their needs and is actively searching for alternative solutions.
Timing — getting in front of the right buyers at exactly the right time — is getting in front of buyers in the Window of Dissatisfaction before your competition. By being first with these motivated buyers you will sell more, sell sooner, and sell at a higher price.
Event-Based Selling
Buyers typically move from the buying mode of Status Quo into the Window of Dissatisfaction because of an event, or a series of events. Event-Based Selling is about identifying, finding, and creating the events that cause buyers to enter the Window of Dissatisfaction and then getting to these motivated buyers before your competition.
Events that shift buyers from Status Quo into the Window of Dissatisfaction fall into one of three different categories:
1. Experience: A buyer has a bad experience with their current supplier, e.g. the company, its products/services, or its people.
2. Transition: A change or transition within a buyers' environment, e.g. a change in legislation, management's priorities, or the buyer who purchases your products or services.
3. Awareness: Buyers, through word of mouth, become aware there is a better way.
Event-Based Selling and Prices
It's important to understand the impact that events have on prices. As a rule, buyers pay for perceived value and a buyer's perception of value shifts as events move them from one buying mode to another.
When a buyer is in the Status Quo mode, their perception of value is the difference between their current solution and your proposed solution. Because their perception of their current solution is so high, their perception of the difference in value between their current solution and your proposed solution is not enough to motivate them to buy from you. By trying to sell to buyers in Status Quo you are likely to spend a lot of time selling with little or no chance of actually making a sale.
When an event happens that causes a buyer to believe that their current solution no longer meets their needs, they move into the Window of Dissatisfaction, and their perception of the value of their current solution is reduced. Now their perception of the difference between the value of their current solution and your proposed solution increases to the point where you are much more likely to make a sale. By selling to buyers who are in the Window of Dissatisfaction, not only are you more likely to make a sale, you are also likely to have a shorter sales cycle, and when you win the business it's likely to be at a much higher price.
If they are not intercepted by a savvy sales person, another event or a series of events will cause a buyer to become so dissatisfied with their current solution that they pass through the Window of Dissatisfaction and start Searching for Alternatives. Now a buyer's perception of the value of your proposed solution is reduced to the difference between your proposed solution and the solution proposed by your nearest competitor. By trying to sell to buyers who are Searching for Alternatives you are less likely to make the sale and IF you win the business, you are likely to have a much longer sales cycle and a much lower price.
The REAL Value of Event-Based Selling
The REAL value of Event-Based Selling is selling to buyers in the Window of Dissatisfaction. This is where you are most likely to find your core, loyal buyers who will represent 80% of your profits — those appreciative buyers who are more likely to provide you with a reference and that most treasured thing in sales — referrals. If you miss the Window of Dissatisfaction and try selling to buyers while they are already Searching for Alternatives, you are more likely to get peripheral, disloyal, price sensitive buyers who will represent 20% of your profits and 80% of your headaches!
Finding the Events
Every day buyers in your target market experience events that put them in the Window of Dissatisfaction. Finding buyers in the Window of Dissatisfaction requires you to identify what events or series of events create buyer dissatisfaction and develop ways to learn about these events before your competition.
One way to get to buyers in the Window of Dissatisfaction before your competition is to get buyers to call you first when the event or events occur. To do this you need to spend time on relationship-building activities and become a buyer's Emotional Favorite ? aka ‘Go to' person. A buyer's Emotional Favorite is the person a buyer knows, likes, trusts, and most importantly, wants to see succeed! This is the person a buyer believes has earned their business and actually deserves it. The Emotional Favorite is the first person a buyer is likely to contact when an event causes them to shift from the Status Quo to the Window of Dissatisfaction.
Creating the Events
As long as a buyer's perception of the performance of their current solution meets or exceeds their expectations, they will remain in the Status Quo buying mode and you are unlikely to make a sale.
To create motivated buyers you need to create dissatisfaction with their current solution. But how can you create dissatisfaction with the current solution when you can't impact its performance? The solution is to raise a buyer's expectations beyond their current solution. This will shift the buyer into the Window of Dissatisfaction and increase the likelihood that you will make a sale. (You can raise a buyer's expectations of three different things: people, products/services, or companies.)
Conclusion
Success in sales is seldom an accident. It's the result of focusing on the opportunities where you have timing — are first with buyers in the Window of Dissatisfaction — and developing strategies to repeatedly make timing happen. Event-Based SellingSM is the silver bullet that can create timing by identifying, finding, and creating the events that put buyers in the Window of Dissatisfaction and repeatedly put you in front of these motivated buyers before your competition.
Both Vernon Riley & Craig Elias are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
Vernon Riley has sinced written about articles on various topics from self improvement and motivation, Internet Marketing and Home Internet Business. Vernon Riley is a senior consultant who understands both project management and technology. He has 20 years experience of major IT projects, and the difficulties of delivering complex projects. He can be contacted via. Vernon Riley's top article generates over 40500 views. to your Favourites.
Craig Elias has sinced written about articles on various topics from Sales and Negotiation. . Craig Elias's top article generates over 4400 views. to your Favourites.
Christmas Now And Then In fact, if customers are looking for products that Fuscia has yet to produce, the inquiring customer simply has to contact the company and in turn the company would try its best to serve every custo...