Welcome to the Performance Driven Project Management site. This blog provides details of the PDPM method and standards for ISPI certification. Select the links below to orient through the site for FAQs:
Timm Esque of Ensemble Management Consulting (a KNO collaborator) gives a short briefing on the advantages of including your team members in setting deadlines and commitments. He has an illustrative tale of the high increases in performance that can result with proper use of this method.
Further information on the success of commitment based management at this post.
During the Performance Conference held by ISPI during April in San Francisco, there was great interest in the PDPM program underway in Northern Cyprus by both the Board of Directors and the senior leadership.
It was highlighted as an excellent example of a rigorous certification program applying the Society principles and standards, and held out as a role model for future efforts.
The PDPM Journal of Performance containing a sample of 12 project cases taken from North Cyprus is available. It shows the success of the method in a diverse selection of business and NGO applications
An important element of building a common team plan and gaining individual commitments occurs through a "map day" session. Prior to the sequencing of the sub-deliverables, the individuals identify their specific responsibilities in a process sometimes called the "flea market".
While often these are done in small teams, it is also possible to conduct this type of planning with large project teams.
Click play below to watch a short segment in this case facilitated by Timm Esque...
Following the identification and posting of sub-deliverables, the process moves forward to sequence the work flow, as well as to identify clearly the owners and customers for the completed tasks.
The following is a short video podcast on effective execution for managers by London Business School Professor Donald Sull. It focuses on Commitment Based Management which is at the heart of the PDPM success.
Dr. Donald Sull is a Professor of Management Practice in Strategic and International Management, and the Faculty Director of Executive Education at the London Business School. Sull is a global authority on how companies compete effectively in turbulent markets. He has been identified as a leading management thinker by The Economist, the Financial Times, and Fortune which named him among the ten new management gurus.
A portion of a follow-up workshop involves an energetic simulation entitled “chain gang”. The simulation places participants in competitive teams building a production process. The goal of the exercise is for teams to build clear expectations, ongoing monitoring methods and quality controls to achieve financial surplus.
This video provides a taste of the simulation that also builds project manager coaching skills and team work.
The Chain Gang Simulation is used with permission from American Consulting and Training (ACT), 604 Panoramic Hgwy, Mill Valley, CA 94941.
At the conclusion of training and certification of PDPM coaches, performance expert Timm Esque, took a few minutes to lead a discussion on application of the method in the Turkish Cypriot Community. Some excerpts are below:
During the workshop, a focus is placed on leading high performance project teams.
Key characteristics of these teams are identified:
clear shared objectives
appropriate leadership
qualified members
effective planning
creative problem-solving
open 2 way communication
available resources
management of deadlines
To experience these conditions in real-time, participants execute two simulations that involve short deadline projects. Success requires team application of the high performance traits as portrayed in the following video clip:
Suggestions and observations on PDPM Project Management Consulting
by M. Mari Novak...
1. The KEY role of a manager is to allocate resources to project/process teams. This is little understood. Using PDPM you can understand the value of this perspective, as well as what that means for the manager. They have to understand and monitor what is going on – both for efficiency and asking the BIG questions: IS THIS GROUP PRODUCING THE RIGHT THINGS?? It also means that a supervisor/manager has to listen to the team to find out what they need.
2. There are 2 key elements to any good management oversight:
-- Are you doing things right? (efficiency)
-- Are you doing the RIGHT things? (effectiveness)
3. Very often people get into the habit of checking off a list of actions, tasks, or even deliverables….but miss the point of the overall objectives. This is a big difference between other approaches to project management, but it is a principle of ALL management. Checking off actions can take you WELL OFF THE PATH toward your goals.
4. We look at the easy and obvious instead of focusing on the objectives. How do you plan your management?
URGENT
NOT URGENT
IMPORTANT
This is a crisis situation. It is not an everyday event (or something else is wrong)
Planning and focusing on the solution
HALLMARK OF WELL MANAGED WORK TEAM
NOT IMPORTANT
Unfortunately, what most people spend most of their time on – and often, as directed by their managers!
Please schedule a time when you do random emails and other tasks that don’t add to objectives –this is down time
Determining if the deliverables that are due are done or not done, defining the key deliverables for the next couple weeks, and resolving issues that may prevent completing deliverables (meeting the objectives), keeps you focused on what is IMPORTANT.
5. USE JOB AIDS – these are self monitoring tools, and may also be checklists of steps or memory-aids. Pilots use them. Executives use them. Everyone can use them. USE THEM!! They assist with feedback so you know where you are at in comparison with your objectives!
6. Practice is part of the job…very few things are done RIGHT/PERFECTLY the first time. Presentations need to be practiced – these are performances (and a key skill in management/communications). It is not only ‘ok’ to practice….it is encouraged. This is part of clarifying expectations!!
Models are “iterative” – they have to be adapted and usually the application takes 2-3-4 attempts. No one is “born” understanding management tools and approaches!
Suggestions and observations on PDPM Project Management Consulting
by M. Mari Novak...
7. When a routine or work process is established, a “break” in that work process can be disruptive. But breaks will occur. If you think someone is making a “mistake” – first check. They may be helping out! Another person may have seen a weakness or problem and stepped in to fix it. Don’t turn on each other. Expect the best – especially if you have created a good work team.
8. When you are tired or work is hectic, it is likely that you may ‘slip back into old habits’. The DEFAULT position may be the old way of negative feedback and punishment, inappropriately. This is the time to remember what it is like to “be in the zone” – to remember what it feels like to be working in perfect harmony – and the job is getting done.
This is a VERY GOOD REASON to practice with the team so that they have a chance to get ‘good’ with the work and understand what it is like to FEEL it going well. One of the 2 main appropriate uses of training is practice – low risk application of a work process, approach, using a new tool, etc.
9. Luck enters everyone’s life. Sometimes good; sometimes bad. The management approach is to be ready to take in and use the GOOD luck – remember you have about 20% of capacity/productivity if your workteam is working well. And if you have bad luck – you have about 20% capacity to deal with it. Always have a Plan B.
10. When your expression (out put) matches your listener’s preferred method of listening (input), you make it easier for them to receive and understand your message. You can’t always know the way another person likes to take in information – so present information to them in 2-3 different ways: words, big pictures, detailed flowcharts, etc.
11. Remember, people do think about themselves. You have to – to survive. So—WIIFM = what is in it for me?? Always a good question: prepare the answers when introducing change! Think in the other person’s shoes.
This relates to clear expectations – it is so much easier when you know what you have to accomplish! Not overproducing saves waste and “wear and tear” on people!
Practicing reduces panic and worry! The team can also get organized and discover strengths and areas where need help/improvement.
Adapt a process AFTER you have tried it. Don’t salt your meal before you have tasted it: know what you have first!! This is much easier after you have set up feedback for self monitoring and TRIED IT! (This applies to PDPM too. Maybe you will adapt it over time, but try it the way it was taught first. It is the product of many lessons learned.
Is this really just about YOU? Think clearly. Who else has to deliver something for this project to work? Think outside the box – of organization charts and funding boundaries. Who are all the people really contributing to the output AND outcome of this effort?
Focus on the solution…NOT on the problem. It makes life so much more fun!!
12. You have to check in with your project “sponsor” – report to the big boss. AND get feedback. Their concern should be the outcome and output of the project. ONLY a checklist of activities completed is NOT WORTH ANYTHING – how did it affect, change, contribute to the (new) desired situation? To the goal?
Work with milestones, balancing the 3 elements of any project (cost/resources, time/deadlines, quality/quantity of output). Check design and workflow
The only really important thing is OUTCOME !!!! And that is an evaluation made by users and funders.
13. Before you get started, are you all clear on the outcome the sponsor/boss wants and needs (for her or his boss) ?? Spend some time in the team planning phase on understanding the model or process or approach. Spend some time thinking about how you will manage the project (PDPM?)! Spend some time with “mind mapping” – what is everything that is going on with this project? Spend some time with relationship mapping (maybe this is the place to start) – who all is involved?
14. Remember PERFORMANCE COACHING …is the job of supervisors and managers AS WELLAS co-performers (both inside and outside) your organizational function or box. Everyone on the team can help! The whole “supply chain” or performance system.
Management is so much fun when done right! Try it!
A specialized seminar of the PDPM training provides a refinement of consultant communication skill and knowledge to support the professional PDPM consultant or project manager.
Entitled as Advanced Communication Techniques, the tools provide the primary set of techniques to enhance every consultant’s communication effectiveness.
Based on a firm foundation of Neuro-Linguistic Programming (NLP) techniques and well-tested strategies, these skill sets are easily learned when practiced and transferred back to the job. These skill sets and strategies allow the participant to design a personalized approach to professional communication especially customized for the consultant performance environment.
The techniques target achieving evidence-based goals. This includes using verbal and body language to establish rapport in interactions, as well as detailed procedures to use for overcoming others resistance and resolving conflict. These techniques work well for one-on-one discussions or group presentations. Each participant selects an important client target and goals to work on during the seminar. Everyone develops a personalized action plan to achieve the stated outcomes. This serves as a means to practice and internalise the skills they have learned.
Pre and Post testing allow for confirmation of understanding of key concepts and knowledge:
Welcome to the Performance Driven Project Management site. This blog provides details of the PDPM method and standards for ISPI certification. Select the links below to orient through the site for FAQs: 
During the Performance Conference held by ISPI during April in San Francisco, there was great interest in the PDPM program underway in Northern Cyprus by both the Board of Directors and the senior leadership. 
The techniques target achieving evidence-based goals. This includes using verbal and body language to establish rapport in interactions, as well as detailed procedures to use for overcoming others resistance and resolving conflict. These techniques work well for one-on-one discussions or group presentations. Each participant selects an important client target and goals to work on during the seminar. Everyone develops a personalized action plan to achieve the stated outcomes. This serves as a means to practice and internalise the skills they have learned.