The Cycle of Knowledge-Creation: "Like theories, the tree’s roots are invisible, and yet the health of the root system determines the health of the tree. The branches are the methods and tools, which enable translation of theories into new capabilities and practical results. The fruit is that practical knowledge. The tree as a whole is a system."  

Peter M. Senge and Daniel H. Kim, The Systems Thinker, May 1997.

A fruit tree is a powerful metaphor and serves as a symbol for my practice. A gardener has to create an environment for the tree to flourish--he or she cannot command it to grow. Likewise, a manager in an organization has to create an environment for project success.

A tree’s root system absorbs nutrients from the soil; organizations develop theories from research. The nutrients flow through the trunk and into the branches and leaves; theories turn into methods and tools that create results. These activities are repeatable because they derive from a solid (known) foundation (roots and theories). Success requires investment in an innovative infrastructure (theories, methods and tools) and the practical application of knowledge into results (fruit). The low hanging fruit is easy to harvest. Sustainable results take more effort. Of course, weeds (unplanned, unexpected, or unwanted work) occasionally creep in and need to be removed, or they may take over the environment.

The whole process begins with seeds and seed distribution. Seeds represent the potential for an organization. All growth starts small. It then builds linkages and grows organically. Additional growth comes from new branches on old trees. Success creates seeds that seek fertile ground to grow into new opportunities.   - Randy Englund

"Discovering good new problems to solve requires a lot of observing. climbing, and digging.  Christopher W. Miller, Founder of Innovation Focus Inc., suggests that in the early stages, one should 'stand at the base of your research tree and look up.  If you've done your job well, you should see a full, rich canopy of branches and leaves.'  The implication here is that if there aren't enough branches (patterns and themes) or leaves (implications and needs) you're apt to get all wet when bad weather comes along.

Once the canopy is full, it's time to dig down to the roots and find the primary causes of these opportunities (being careful not to kill the tree)."        - PDMA Visions Magazine April 2001, p. 13

I provide consulting and training services to executives, people managing projects and working on project teams. My organic approach includes the behavioral, technical, business, and change management aspects that create an environment for project success. The goal is to achieve greater results from projects in all organizations.

This approach uniquely blends metaphors, multimedia, examples, concepts, and tools to motivate others and optimize desired results. People say my insights and style “bring the concepts from way up there, to right down here, equip you with the tools, and empower you to act.”

I believe a key to greater success and competitive differentiation in applying project management focuses not just on fundamentals but inculcates lessons learned from experience and experimentation.  Reflection and getting to the how-to do its lead to effective actions.

One of the most vocal complaints of project managers is that projects appear almost randomly. Projects seem unlinked to a coherent strategy, and upper managers appear to be unaware of the total number and scope of projects undertaken. As a result, people feel they are working at cross purposes, on too many unneeded projects, and on too many projects generally. Giving projects a strategic emphasis helps resolve such feelings and is the first move toward creating an environment for successful projects.

I suggest a holistic approach to the problem. Drawing from experiences as a project manager at HP, author, and consultant, I address:

¨ A project portfolio management process

¨ The role of management teams

¨ Understanding organizational capacity for doing projects

¨ Getting control or results

¨ Developing accountability for the success of the whole

¨ Gaining portfolio ‘Buy In’

Training is not enough.  I believe the environment where project managers operate has more to do with their success than their training, skills, or aptitude.  Good people always seem to get things done.  A great environment ("green" not "toxic") enables even average people to achieve extraordinary results.  The role and impact of upper managers need to be addressed in any intervention aimed at improving project success.

The key measure of the value of my services:  enduring improvement in your project management practices as a result of my involvement.  It is important to get the concepts and practices into the heads and hearts of people so they improve their performance.

My training and presentations include what to do (and it’s often hard to find something truly new) and especially why and how (these are often unique and conjure up fascinating possibilities).  Relating experiences from real case studies includes pictures of people in teams, clearly engaged in active discussions.  Other stories include the audience answering what they would do in that situation.  Through judicious use of video, audio and stories, I create experiences that people remember because more senses are activated and preferred processing styles are engaged.  I'm a practitioner of systems thinking, action learning, and appreciative inquiry.

Consulting engagements are client-centered:  you set the objectives and agenda.  I bring a disciplined development process and facilitation skills to help make it happen.  My strengths are in maximizing personal and group excellence, getting people to work together productively, focus, learning, and collecting and integrating information.  My approach includes interviewing a cross-section of people in the organization, believing they possess the knowledge to discover what is needed by the organization.  This involvement is driven by trust and respect for individuals.  It is intended to elicit their support for any change initiative by being part of the solution.  Instead of generating resistance or cynicism, we gain willing engagement, focused on achieving higher-value activities.

Cross-industry fertility:  My personal experiences are in high technology, medical electronics, and power systems.  As a consultant I've worked with project managers in many other fields.  I associate with the Product Development and Management Association and other professional groups because it brings a cross-industry focus to new product development.  A key principle I've found is that core issues are very similar across industries; the main difference is in the stories they tell.

Look elsewhere on these web pages for a summary of my offerings, a listing of public events  where I offer services, and an outline of my workshops.  Contact me via email at englundr@pacbell.net.