Get Your Priorities In Order and Get Your Project Started Right With Kevin Archbold

A lot more projects fail than they should.

There's a lot of reasons projects fail, ranging from the subtle to the absurd.

One of the biggest... "Very often, the root cause of project failure is that stakeholder expectations haven't been well-managed, or even well understood."

Kevin Archbold has worked in project management for over 25 years, in fields ranging as diverse as local government, federal government, trucking, IT, nuclear, telecommunications, automotive, biotech, aerospace, construction, mining, and astronomy. For the past 13 years, he's been specialized in consulting on getting people up to speed on project management techniques.

The fact is, the tools and methodologies in formal project management can be highly effective, but are often not diffused outside of the formal study and discipline.

Archbold says, "You might well be the 'project manager' on anything you're responsible for having happen, even if what it says on your business card isn't 'Project Manager.' If you're tasked to get something done, you're a project manager. "

That's why we're particularly excited about this GiveGetWin deal. We're proud to take Archbold's experience and skill and diffuse it to people in startups, product managers and product design, programmers, and creatives.

You'll find yourself right at home with Archbold -- he's hyper-logical and hyper-pragmatic, with a background in Computer Science and all the rigor that comes from his training as a programmer, but also with a deep and solid understanding of people and human nature and human relationships. He can put his finger on the pulse of where potential difficulties and conflicts among stakeholders will arise, project risks, and the various frailties of human nature -- again ranging from subtle to absurd:

"It sounds fairly obvious that the project manager should understand the bigger picture of why things are being done, but often it's not the case. Often the person running the project doesn't understand why it's important at this time!"


He has a practical and methodological approach to getting on the same page with fellow stakeholders -- and staying that way. But despite having a strong analytical mind and speaking in precise analytical language, he doesn't lack a sense of humor. He said the following in a recent interview with a slight dry and veteran grin --

"Sometimes you'll get situations where a key stakeholder says, 'I didn't know this was a potential risk and the project would need to be put on hold!'' And you can reply, 'Well, hang on a second. Here's the project charter, here's where that's written down as a risk, and here's your signature at the bottom.'"

Archbold continues, the slight smile receding back to a stoic professional demeanor: "It removes misunderstandings."

Archbold will be running a real-time, live-fire project management training session, focused on project charters.

He has been teaching project charters for over 13 years, and developed his own version that he's consulted to hundreds of clients and organizations with in 2003, which has stood the test of time. 

There is nothing magical or mystical about his charter. It was applied common sense, detailed into paper. During your session with Archbold, you will come prepared with a 2-line description of a project you wish to make very successful. You will work with Archbold to craft a project charter in real time, analyzing the key stakeholders and risks, and applying his techniques.

This class will include five people; there are five slots available for this deal. During the call, you will receive real-time feedback and analysis from Archbold, and have a chance to learn from your fellow classmates receiving analysis. You'll be able to work with Archbold to suss out risks, key stakeholders (including hidden stakeholders who could potentially cause issues later if not tended to), set clear milestones and deliverable dates, and use a variety of tested and proven techniques to give yourself the best start to the project possible.

"The most important thing is to get all the stakeholders on the same page at the very beginning and have a clear shared understanding of what the project could be. Before we launch or begin executing, we bring everybody together and get everyone on the same page of what the project is... This is what a good project charter does."

The value of doing it in real time is mentorship and feedback, and getting rapidly better. Archbold explains, "To get better at doing project charters, you just have to start writing them. As you read or study something like this, you'll have a conceptual understanding and think it makes sense. But as you put pen to paper, that's where you realize what you need to do."

The ideal fit for this deal is "someone who is facing an upcoming challenge in the organization, somebody who just became aware they've got a big hairy scary project coming up in the organization and would benefit from coming up with a project charter for that. Most ideal is a functional manager somewhere who wants to level up their project management skill."

The class will take approximately one hour, and due to the charitable nature of the deal, will only be priced at $19.95. Once you buy, you will be asked the ideal time for you, and Kevin will try to mutually accommodate everyone's schedule. There are five spots available.

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