Improving project outcomes is a continual journey for customer focused project managers and organizations alike. Improving this one key ingredient is a critical success factor.

1. Partial Project
Failure?
A 2 - M I N U T E T H O U G H T ( 2 M T )
THE 'MISSING' INGREDIENT
(FOR PRACTITIONERS & ORGANIZATIONS)
by Richard J. Wrobel (PMP)

2. project management failure
good
news; it
can be
corrected!
Many customer-
focused companies
are on a continual
JOURNEY to improve
their project
management
OUTCOMES
-- but FALL short!

3. The Problem.
Projects can be delivered
WITHIN cost,
schedule and scope
but still FAIL in the EYES
of the customer.

4. Typical project
characteristics are
that they are
Temporary
and Unique.
No surprise there -
RIGHT?

5. The problem is in the
project's limiting
EMPHASIS on
time, cost and scope
ONLY.
Oh the CHAINS of the
triple constraint.

6. project management failure
defining
success
goes beyond
classic
metrics

7. Any Media
this
major
ingredient:
...improves project
success.
...improves customer
experience.
...helps organizations
establish a competitive
advantage.
...supports revenue
generation.

8. Any Media
thought...
Do not discount
the need for a
POSITIVE client
experience.

9. project management failure
how was
your last car
buying
experience?
Mine was
horrible, but the
purchased product
meets
my needs.
Nevertheless,
I will not be
going back.
EVER!

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(i can't get no)
satisfaction
- Rolling Stones Lyrics

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The Missing Ingredient?
Client
Engagement
(deep-dives)

12. As important as
OWNING processes,
the project manager
needs to
OWN the client
partnership.

13. Any Media
Engagement.
What Is It?
Being a trusted advisor that
solves business problems &
issues.
Understanding your client's
pain points.
Knowing what the driving
need for support is.
Developing a partnership
that goes beyond the
technical solutions.

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create brand
loyalty
1. Practitioners &
companies can influence
their CLIENT'S experience
through their partnerships.
2. CLIENT interactions with
project managers will
determine their feelings.
3. Great feelings = repeat
CLIENTS choosing YOU over
competitors.

15. customer engagement
engagement
tactics
Target long-term interactions as
apposed to being transactional
minded
Engage on an emotional level with
clients
Think about the end-to-end
experience to deliver more value

16. Companies
and organizations
that focus on
the 'CLIENT Engagement
Experience' are
focused on
VALUE CREATION
which improves project
success.

17. client engagement
Practitioner
First Steps
Alter your perspective from vendor
to partner.
Empathize with your client.
Be reliable through consistency - be
prepared and follow through to
build trust.
Listen, understand, and embrace.

18. client engagement
Organizational
First Steps
Begin coaching project managers on
long-term emotional engagement
activities and communication.
Bring in professional trainers if needed.
Make this capability part of the project
manager's performance evaluation to
emphasize its importance.
Create a client engagement strategy.

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eliminate the
potential
for partial
project
failures

20. Thank You
..AND TO YOUR SUCCESS
PROJECT MANAGEMENT, PROGRAM MANAGEMENT, TRIPLE CONSTRAINT, IMPROVING
PROJECT OUTCOMES, SCOPE, COST, TIME, TEMPORARY UNIQUE, CLASSIC METRICS,
PARTIAL FAILURES, ROLLING STONES LYRIC, I CAN’T GET NO SATISFACTION, REASONS
FOR PROJECT FAILURE, TOP REASON FOR PROJECT FAILURE, PROJECT SUCCESS
FACTOR, CRITICAL SUCCESS FACTOR, PROJECT FAILURE FACTOR, CUSTOMER
ENGAGEMENT, CUSTOMER ENGAGEMENT STRATEGY, TRIPLE CONSTRAINT PMP, PROJECT
MANAGEMENT CONSTRAINTS

21. S M A R T C H A N G E
Trust-based relationships are key to your
success as a leader. Grab a copy of 'The
Trusted Advisor' or 'Clients for Life'.
Any Media

22. Any Media
View More Leadership
Thoughts
RICHARD J. WROBEL (PMP)