Project

RedShift Project Program

RedShift: Leading projects with natural influence

RedShift: Leading projects with natural influence

Project leadership and alignment allows space, sharing and flexibility and defeats rigidity, control and withholding. It requires communication and relationship building skills and makes good use of user-friendly, simple, social collaboration tools.

What

  • Re-frame and communicate process and goals so that everything continually re-connects to the ability to definitively answer, at each stage and milestone, the following question: is what we are developing, what is wanted and needed – nothing more, nothing less?
  • Project evaluation, recommendations, communications facilitation and mentoring to align with business case, stake holder objectives and end-user needs and requirements; and to increase the probability of project success.
  • Communication with project team ensuring “no surprises” because the right questions are asked.
  • Re-focusing on the the business case and re-directing efforts on the desired results path.
  • Stakeholder communications that gets buy-in, participation, support and willingness to change.

“Renewal is not just innovation and change. It is also the process of bringing the results of change into line with our purposes.”
- John W. Gardner

Why?

  • Program Directors: Not understanding stakeholder expectations and end user needs, is resulting in paralysis, costly revisions, resistance, fear of change and non-compliance.
  • Project Leaders: Not asking the right questions means you’re managing from the “what you don’t know you don’t know” knowledge zone.
  • Project Managers: You find yourself so buried in spreadsheets, documentation, charts, meetings and email that you lose the big picture and purpose.
  • Internal Communications: Different divisions have different project perspectives leading to insecurities, trust break-down, politics and power plays.
  • Projects fail when change leadership, communications programs and alignment are missing or ignored. A red flag could be excessive early reliance on plans and functional specifications and minimal concern with the impact on people and culture.
  • When buried in too much detail, project teams lose their sense of purpose and understanding of the business case for doing the project.
  • Technical and business language barriers prevent clear communication and shared understanding with stakeholders, who then get blindsided when targets are missed and desired results are not achieved.
  • People will tirelessly resist what they don’t understand.

How

  • The more tangible you can make it, the better the likelihood they will get it.
  • So put the business and technical jargon, charts and diagrams aside and get the team focused on the end user experience.
  • Stories, pictures, prototypes, user-interface screens…all are useful for bringing a project to life and getting people on board.
  • Ground the project in reality instead of burying it in laborious detail.

Fees

Short Program – 20 Hours – 2 Week Period – $2500
Long Program – 40 Hours – 4 Week Period – $4000
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