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What It Takes to Give a Great Presentation

• Carmine Gallo

Five tips to set yourself apart.

Never underestimate the power of great communication. It can help you land the job of your dreams, attract investors to back your idea, or elevate your stature within your organization. But while there are plenty of good speakers in the world, you can set yourself apart out by being the person who can deliver something great over and over. Here are a few tips for business professionals who want to move from being good speakers to great ones: be concise (the fewer words, the better); never use bullet points (photos and images paired together are more memorable); don’t underestimate the power of your voice (raise and lower it for emphasis); give your audience something extra (unexpected moments will grab their attention); rehearse (the best speakers are the best because they practice — a lot).

I was sitting across the table from a Silicon Valley CEO who had pioneered a technology that touches many of our lives — the flash memory that stores data on smartphones, digital cameras, and computers. He was a frequent guest on CNBC and had been delivering business presentations for at least 20 years before we met. And yet, the CEO wanted to sharpen his public speaking skills.

• Carmine Gallo is a Harvard University instructor, keynote speaker, and author of 10 books translated into 40 languages. Gallo is the author of The Bezos Blueprint: Communication Secrets of the World’s Greatest Salesman  (St. Martin’s Press).

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Phil Waknell presentation tips – Five key success factors for effective presentation

Phil Waknell, at Ideas on Stage, has generated standard steps for presentation generation called the Presentation SCORE Method (pSCORE). It is a tested method for creating and delivering memorable and effective presentations. Presentation SCORE Method has five key success factors for an effective presentation, and the term SCORE stands for

What you say, What you show, and How you speak during the presentation all satisfy the SCORE principles, the presentation would surely resonate with your audience.

Now, we shall explore the five pSCORE success criteria with some presentation skills examples and their impact on business presentation success.

Five key success factors for effective presentation

In recent years, TED talks have proved that short presentations perform better than extended lectures, although this concept isn’t new.

Take, for example, Abraham Lincoln’s Gettysburg Address, which is one of the most renowned and well-respected addresses in history. How long had it been? Just a little more than two minutes.

Nobody has ever complained that a business presentation is too long; in fact, the efficacy of a presentation is usually inversely proportionate to its length.

Talk isn’t cheap. Time is money in business, and talking is costly. Too many people squander a great deal of time creating and listening to useless presentations. That’s not a good investment, so keep your presentation as brief as possible while still accomplishing your goals. The first aspect of simplicity is this.

The second step is to make sure you’re not saying too much. The more you speak, the less your audience remembers – and don’t underestimate how quickly people forget what they hear during a presentation. If you’re too ambitious and try to impart too much or too difficult information, people can forget everything because you didn’t emphasise anything.

A smart way to start is to keep your aims and message simple and keep your presentation as brief as possible. In fact, just having a goal puts you ahead of the majority of presenters. However, there are still lots of ways for these straightforward goals and messages to get lost in the shuffle between speaker and audience.

• If the audience is unable to hear you, they will be unable to comprehend your message.
• They won’t have time to consider what you’re saying and what it means to them if you speak too rapidly, and they’ll forget each sentence as soon as the next begins.
• They won’t understand – or, worse, misunderstand – your message if you utilise sophisticated phrases or concepts or mispronounce words.
• If the writing on your slides is too small for your audience to read, they will attempt, fail, and think less of you – and they will not listen to you while they are trying to understand your muddled presentations.

You should also have a proper structure and flow of content so that your audience is never confused about where you are or where you are headed during your presentation. Make your main points shine out to your audience as a part of that structure. Expect them to guess what’s most important incorrectly or not at all.

3. Original 

Every day, many managers in the business world go through many presentations. The majority of those presentations are similar, meaning that none stands out and is remembered.

Assume you’re presenting a proposal to a prospective client. That client might have six vendors queued up to present one after the other. Which of the five presentations, if they all appear and sound the same, but one sticks out in some manner, are people more likely to recall the next day?

For the audience, a creative presentation is a welcome contrast from the regular, dull presentations. That same originality provides you, the presenter, a greater chance of being recalled, as well as a better likelihood of your essential messages being considered and implemented.

4. Related 

It’s not your gift when you spend time picking out and wrapping a present for someone — it’s theirs. It’s not your letter when you spend time writing one to someone — it’s theirs. It’s also not your presentation when you spend time preparing a presentation for an audience — it’s theirs.

The first magical component in a good presentation is your audience. This means it should be suited to them and their requirements, it should satisfy their expectations as much as possible, and it should be delivered in a way that suits them and establishes a bond with them. It should also be relevant to other issues on the agenda and the setting in which you are giving your presentation.

5. Enjoyable 

This may seem more appropriate for a TED talk than a serious business presentation, but “serious” does not have to imply “unenjoyable.” People pay greater attention when having fun, which the industry may learn from theatre, movies, and recent conferences like TED and WikiStage.

Consider what I said about viewing a movie versus sitting through a presentation. The more you appreciate a film, the more you pay attention to it, the less distracted you become, and the more you remember.

A presentation, a speech, a lecture, or a training course are all examples of this. The more fun leads to the more attention. You must first gain your audience’s attention if you want them to take action. Make your presentation enjoyable to attend if you desire their attention. Attention leads to action.

For now, let’s take a first look at pSCORE and start preparing to build a memorable and effective presentation that will SCORE with our listeners. Business Presentation Success is planned around the five criteria of pSCORE; each relates to one of the five key presentation revolutions stated by Phil Waknell.

You can download the free templates here:  Free Slides

The Five key Business Presentation Revolutions related to the pSCORE Method

1. foundation .

It takes you through the initial steps of preparing a presentation, keeping in mind that it’s not your presentation — it’s theirs. As a result, we’ll begin by focusing on the audience, their needs, and the context in which you’ll be presenting your presentation before outlining transformational goals. The essential stage that most presenters miss in their eagerness to start creating their slides is laying the basis on which you should build your presentation.

2. Ideation

It develops on your framework by producing ideas for what to speak, display, and do within your presentation to achieve your goals, to transform your audience rather than inform them.

3. Creation  

It takes your ideas and turns them into an attractive and impactful presentation plot, using storytelling strategies to captivate and hold your audience’s attention while also making your main themes memorable. You’ll know what to speak and in what order by the end of this stage, and you’ll be ready to assess whether your audience may benefit from some slides. Always start with your compelling story before starting your presentations and going further into your slides.

4. Illustration

It conveys your storyline well, avoiding a confusing mix of documents and slides and instead relying on good presentations and other visual aids to make your message more intriguing and remembered. You’ll have a finished presentation by the end of this step, knowing what to say and what to exhibit.

5. Connection 

It enables you to develop and practice your presentation well in advance and effectively and professionally while remaining natural. Your public performance is equally as vital as what you say, and display and your connection with your audience are even more so.

Wrapping Up

If you use these tactics in your next presentation, you will experience increased engagement and conversions. It will also result in more happy audiences, regardless of where you present. A business presentation is, after all, about ideas. You’re more likely to succeed if you describe your ideas and how you’ll make them a reality.

If you believe that creating effective business presentations is a job you can’t do alone? Outsourcing the task to specialists, such as the Visual Spiders team, will help you achieve better outcomes with less time and effort, allowing you to focus on the responsibilities you already have.

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Powerful and Effective Presentation Skills: More in Demand Now Than Ever

When we talk with our L&D colleagues from around the globe, we often hear that presentation skills training is one of the top opportunities they’re looking to provide their learners. And this holds true whether their learners are individual contributors, people managers, or senior leaders. This is not surprising.

Effective communications skills are a powerful career activator, and most of us are called upon to communicate in some type of formal presentation mode at some point along the way.

For instance, you might be asked to brief management on market research results, walk your team through a new process, lay out the new budget, or explain a new product to a client or prospect. Or you may want to build support for a new idea, bring a new employee into the fold, or even just present your achievements to your manager during your performance review.

And now, with so many employees working from home or in hybrid mode, and business travel in decline, there’s a growing need to find new ways to make effective presentations when the audience may be fully virtual or a combination of in person and remote attendees.

Whether you’re making a standup presentation to a large live audience, or a sit-down one-on-one, whether you’re delivering your presentation face to face or virtually, solid presentation skills matter.

Even the most seasoned and accomplished presenters may need to fine-tune or update their skills. Expectations have changed over the last decade or so. Yesterday’s PowerPoint which primarily relied on bulleted points, broken up by the occasional clip-art image, won’t cut it with today’s audience.

The digital revolution has revolutionized the way people want to receive information. People expect presentations that are more visually interesting. They expect to see data, metrics that support assertions. And now, with so many previously in-person meetings occurring virtually, there’s an entirely new level of technical preparedness required.

The leadership development tools and the individual learning opportunities you’re providing should include presentation skills training that covers both the evergreen fundamentals and the up-to-date capabilities that can make or break a presentation.

So, just what should be included in solid presentation skills training? Here’s what I think.

The fundamentals will always apply When it comes to making a powerful and effective presentation, the fundamentals will always apply. You need to understand your objective. Is it strictly to convey information, so that your audience’s knowledge is increased? Is it to persuade your audience to take some action? Is it to convince people to support your idea? Once you understand what your objective is, you need to define your central message. There may be a lot of things you want to share with your audience during your presentation, but find – and stick with – the core, the most important point you want them to walk away with. And make sure that your message is clear and compelling.

You also need to tailor your presentation to your audience. Who are they and what might they be expecting? Say you’re giving a product pitch to a client. A technical team may be interested in a lot of nitty-gritty product detail. The business side will no doubt be more interested in what returns they can expect on their investment.

Another consideration is the setting: is this a formal presentation to a large audience with questions reserved for the end, or a presentation in a smaller setting where there’s the possibility for conversation throughout? Is your presentation virtual or in-person? To be delivered individually or as a group? What time of the day will you be speaking? Will there be others speaking before you and might that impact how your message will be received?

Once these fundamentals are established, you’re in building mode. What are the specific points you want to share that will help you best meet your objective and get across your core message? Now figure out how to convey those points in the clearest, most straightforward, and succinct way. This doesn’t mean that your presentation has to be a series of clipped bullet points. No one wants to sit through a presentation in which the presenter reads through what’s on the slide. You can get your points across using stories, fact, diagrams, videos, props, and other types of media.

Visual design matters While you don’t want to clutter up your presentation with too many visual elements that don’t serve your objective and can be distracting, using a variety of visual formats to convey your core message will make your presentation more memorable than slides filled with text. A couple of tips: avoid images that are cliched and overdone. Be careful not to mix up too many different types of images. If you’re using photos, stick with photos. If you’re using drawn images, keep the style consistent. When data are presented, stay consistent with colors and fonts from one type of chart to the next. Keep things clear and simple, using data to support key points without overwhelming your audience with too much information. And don’t assume that your audience is composed of statisticians (unless, of course, it is).

When presenting qualitative data, brief videos provide a way to engage your audience and create emotional connection and impact. Word clouds are another way to get qualitative data across.

Practice makes perfect You’ve pulled together a perfect presentation. But it likely won’t be perfect unless it’s well delivered. So don’t forget to practice your presentation ahead of time. Pro tip: record yourself as you practice out loud. This will force you to think through what you’re going to say for each element of your presentation. And watching your recording will help you identify your mistakes—such as fidgeting, using too many fillers (such as “umm,” or “like”), or speaking too fast.

A key element of your preparation should involve anticipating any technical difficulties. If you’ve embedded videos, make sure they work. If you’re presenting virtually, make sure that the lighting is good, and that your speaker and camera are working. Whether presenting in person or virtually, get there early enough to work out any technical glitches before your presentation is scheduled to begin. Few things are a bigger audience turn-off than sitting there watching the presenter struggle with the delivery mechanisms!

Finally, be kind to yourself. Despite thorough preparation and practice, sometimes, things go wrong, and you need to recover in the moment, adapt, and carry on. It’s unlikely that you’ll have caused any lasting damage and the important thing is to learn from your experience, so your next presentation is stronger.

How are you providing presentation skills training for your learners?

Manika Gandhi is Senior Learning Design Manager at Harvard Business Publishing Corporate Learning. Email her at [email protected] .

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What are critical success factors? Examples, definition, overview

Many of the techniques, frameworks, processes, and tools in wide use today were invented during the golden era of project management in the late 1990s. With these new methodologies came a need for project stakeholders to identify key areas and actions that were required for a project to succeed.

This is where critical success factors — the key areas a product or a project need to execute or consider for a project/product to be successful — enter the picture.

What are critical success factors?

A critical success factor (CSF) is a specific element or activity that is deemed essential for an organization to achieve its mission or goal. In product management, critical success factors are the key actions a product team takes to deliver successful products that solve user problems.

Critical success factors are different from critical success criteria and key performance indicators (KPIs) . Critical success factors are action-based statements that can be assigned to an owner. Think of a CSF as a task that needs to be executed for the product to be successful.

The term critical success factors was coined in a 1961 Harvard Business Review article by Ronald Daniel titled “ Management Information Crisis .” CSFs evolved more during the late 90s to help project managers identify what needed to be done to achieve product and business goals on a bigger scale.

Who sets critical success factors?

Critical success factors are often established by product leaders, such as the VP of product or chief product officer (CPO), who own the product development process in the organization.

In product-centric organizations, CSFs are embedded into the product development process, sometimes without product managers even noticing it.

What is the outcomes hierarchy?

CSFs are the second layer of the outcomes hierarchy. The outcomes hierarchy flows as follows:

Deliverable

Critical success factors (csfs), critical success criteria (csc), key performance indicators (kpis).

A deliverable could be any product, feature, or enhancement you are building. For a product team to build an effective feature, there should be three more layers: critical success factors (CSFs), critical success criteria (CSC), and key performance indicators (KPIs).

The critical success factor, as mentioned before, is what needs to be done to build a successful product. But it doesn’t make sense to have action steps without understanding the baseline of what success looks like. This is where CSCs and KPIs come in.

Critical success criteria are the benchmarks by which you measure the success of the feature or initiative you are pursuing. Think of it as the ultimate outcome you want to reach.

Examples of critical success criteria are increasing the number of monthly registered users, decreasing the time from searching to placing order for an ecommerce product, etc.

KPIs are a way to track your CSC quantitatively. So what signals might tell us that we achieved our CSC?

Referring back to our previous example, can we say we achieved success if only one new customer registers? Of course not.

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Coupling your CSC with quantifiable business goals will generate a KPI — for example, increasing the number of monthly registered users by 30 percent or reducing the time from searching to placing an order by three minutes.

Benefits of using critical success factors

Setting CSFs can help you:

Promote cross-functional collaboration

Streamline product and project management processes, align stakeholders.

When the entire company — not only the product team — embraces CSFs, cross-functional teams are much better equipped to work together with minimal friction. The list of CSFs serves as a compass to help these disparate teams navigate the broader roadmap of activities required to achieve product objectives.

By embedding CSFs into the development process, the company can establish a template for success in any initiative — e.g., building features, introducing enhancements. CSFs derived from past experience will increase the likelihood of the product being successful and achieving the objective.

Having established steps to achieve success will significantly result in better stakeholder alignment. This will help the product team encounter less noise from the outside departments and will allow the outside departments and divisions to have more clarity around the holistic success process taken to maximize the feature success chances.

How to identify critical success factors

Identifying critical success factors isn’t a one-off task; it’s an ongoing initiative. While there’s no one-size-fits-all approach, the general process for establishing critical success factors is as follows:

• Start with the product strategy
• Analyze old projects
• Collaborate with product leaders

1. Start with the product strategy

Critical success factors differ from organization to organization and from product to product. Your product strategy will answer most of your questions.

The product strategy should outline your product aspirations and goals. It’s essential to keep your product strategy in mind while building your first CSFs. This will help you and your product team stay aligned.

2. Analyze old projects

Have you built a feature or product that positively impacted all your success metrics? If so, then start there.

In a workshop, identify with your stakeholders what has impacted success, what went right, and what went wrong. Also any additional insights and opinions you can collect from other stakeholders.

3. Collaborate with product leaders

Now that you have synthesized stakeholders’ insights, you can start collaborating with product leaders to develop a first draft of your critical success factors. The draft should include tailored steps or key focus areas for your product team to deliver the perfect feature or enhancement.

Start executing based on your process and your CSFs. Validate the effectiveness of those success factors and measure whether the features or enhancements delivered generate the expected results.

Based on the results, you should always tweak your CSFs to accommodate new insights and changing conditions. Treat your CSFs as an ongoing project that you will continuously refine and improve with your stakeholders and, most importantly, your product team.

Critical success factors: Examples

There are many product development process components that could serve as a critical success factor. Below are four success factors I commonly see across startups and product organizations:

Build a clear product strategy

Understand customer pain points, analyze product performance regularly, create value continuously.

A clear product strategy is the first step for any product. Your strategy will guide the product team and help them identify their customers, introduce enhancements and features, and, more importantly, prioritize them based on the strategic goals.

Building shiny new features that don’t solve customer problems is unprofitable for the business. All it does is burn resources with no real business return on investment (ROI).

However, understanding customer pain points through surveys, customer interviews, observations, contextual inquiry, and focus groups will increase your chances of delivering real value to the user and, thus, positively impacting metrics such as retention and activation.

Analyzing your performance using product analytics tools or through qualitative methods such as interviews will help you and your team create a top-notch product. Analyzing the product performance enables the product team to ease critical flows for the customer, helping them achieve their tasks and solve their problems efficiently.

Creating value in a continuous manner and delighting the user will help establish your product in the market. By solving more and more problems your users face, you increase the chances they’ll stick around.

Final thoughts

Critical success factors (CSFs) — also called key results areas (KRAs) — are crucial for any product team to achieve success. CSFs help the product team define the areas, actions, and steps that are absolutely necessary to achieve success.

CSFs also help product teams assess the areas in which they excel and areas that need improvement. By holistically detecting the faulty key success areas, they can introduce tweaks to the process and build better products during subsequent stages.

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Tips and Tools for Focusing Project Management Efforts with Critical Success Factors

By Kate Eby | February 14, 2023

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Reaching project goals is easier when you focus activities and align teams with critical success factors. Think of critical success factors as a way to meet strategic targets with less friction and more profit.

Included on this page, you’ll learn why projects fail and the five steps to identifying critical success factors . Plus, you’ll find a project manager’s guide to critical success factors and a downloadable PowerPoint template for critical success factors in project management .

What Are Critical Success Factors?

Critical success factors (CSF) are activities you do to meet stated business or project goals for improved competitive performance. Organizations of every type, for-profit and nonprofit, use CSFs to decide what to focus on to yield desired results.  

“Critical success factors came into use in the 1960s as an executive tool to track corporate performance,” explains Alan Zucker, author and Principal of Project Management Essentials, LLC . “Critical success factors distill corporate data to the essential items for the organization’s success.” 

Zucker notes that project managers (PMs) combine strategy-focused measures with critical success factors. Key success factors (KSFs) state the essential elements required for a company to compete in its target markets. Objectives and key results (OKRs) are a framework to define measurable goals and track outcomes. Quantifiable measures known as key performance indicators (KPIs) help evaluate the success of an organization. 

How does success look? Examples of critical success factor-driven, strategically based projects deliver within the specified timeframe and budget. The team has fulfilled the criteria and met agreed-upon metrics, and company workflows and corporate culture have remained stable.

What Are Critical Success Factors in Project Management?

Critical success factors in project management are variable activities and attributes. Project managers use critical success factors to meet company goals as they relate to assigned deliverables. Managers will monitor the factors against agreed-upon metrics. 

A 2012 research study, "Critical Success Factors in Projects," by Pinto, Slevin, and Prescott, cites experts who stress that project management isn’t just a tactical function. Diligent project planning and management of critical success factors support organizational strategy, generate value overall, and make project management a strategic component of corporate well-being.

Why Do We Need to Identify Critical Success Factors in a Project?

Identifying critical success factors is part of effective project management. Organizing projects to support identified critical success factors make for positive outcomes based on thoughtful consideration. Successful implementations positively influence short-, medium-, and long-term profitability and a company’s competitive advantage. 

Jon M. Quigley, Principal and Founding Member of Value Transformation , notes that critical success factors clarify a project's value to the organization and how to manage and evaluate projects after completion. “A project that meets schedule and budget but delivers an output that does not meet stated critical success factors is the same as a failure,” notes Quigley. “All projects are subject to constraints and trade-offs while in the planning stages and in process. Without knowing the quantifiable outcome, decisions made during the project aren’t likely to help you hit a target you don’t understand or even know.”

Critical success factors drive multiple benefits, including the following:

• Reduced Action Bias: “Defining clear critical success factors reduces the risk of action bias — the tendency to favor action over inaction,” Zucker from Project Management Essentials explains. “Executives and project managers may leap too quickly from ‘we have a problem’ to ‘here is the solution; let’s go!’ without considering all the ramifications. Taking time to identify and assess critical success factors puts on the brakes and makes for a more thoughtful approach to any potential project's value.”
• Greater Competitive Edge: A 2014 research study by Zawawi, Yusof, and Aris, “Determining Critical Success Factors of Project Management Practice: A Conceptual Framework,” reveals a crucial overall benefit. The study finds that “[d]etermining critical success factors will give the organization/company a competitive edge and is the bottom line of success in fulfilling the responsibility of a project management company. This, in turn, will give rise to satisfied investors and professional bodies and make the project management company prosper.”
• Control and Accountability: Critical success factor best practices dictate clear reporting of every aspect of a project, full support of agreed-upon criteria by all stakeholders, and a project manager with overall control and ultimate accountability. Reporting on an ongoing basis and providing transparency in every aspect to those charged with governance and senior stakeholders is a best practices tenet in advanced project management.

What Are the Most Important Critical Success Factors in Project Management?

There are critical success factors common to projects of all kinds. Success factors include defining clear goals and adhering to set budgets and deadlines. However, supporting people is paramount to success, so they work as a team at peak performance levels.

“What projects have in common is they all are about people,” says Randall Englund, author and Principal of Englund Project Management Consultancy . “People do matter. Projects typically do not rise or fall due to technical elements; they succeed or fail based on how well people work together. For example, meeting the classic triple constraints , or even a sales quota, is more often related to how well we estimate or plan.”

Research in 2015 by Belieu, Crisan, and Nistor on “Main Factors Influencing Project Success,”  collected data from project management professionals and found multiple common critical success factors. That data aligns with subsequent studies on specific projects such as IT, healthcare, and marketing.

The analysis revealed these top five ranking overarching success factors:

• Goal Definition and Direction The top factor for 70.2 percent of respondents was clarity about why a project makes sense and how to reach goals. This result outranked all other aspects in the study. 
• Team Competencies People charged with working on a project need skill sets that match requirements, according to over 53 percent of respondents.  
• Clear Roles and Responsibilities In the study, 53.2 percent of respondents thought clarity around who does what and how is key for successful projects.
• Communication and Consultation More than 40.4 percent of project professionals in the study said that information sharing and collaboration were vital to project success.
• Adherence to Budget, Timeframe, and Performance Criteria The team respecting financial, time, and performance metrics was the fifth area deemed essential by 40.4 percent of people in the study.

Understand Why Projects Fail Before You Identify Success Factors

Project failures often result from a combination of factors. Projects can fail because they aren’t the right project to undertake. When the right project fails, a lack of planning, inattention to metrics, and poor monitoring are the usual culprits. 

“The Project Economy Has Arrived,” a 2021 Harvard Business Review article, reports that projects are the heartbeat of most companies — yet 65 percent of projects are unsuccessful. With such a high failure rate for projects of all kinds, project managers need to know the pitfalls and take steps to avoid them so your organization can flourish. 

According to Project Management Essentials’ Zucker, these four conditions lead to failure:

• “The Bridge to Nowhere: Something Is Built, but Goals Haven’t Been Reached.” Lack of strategy leads to a dead end. “Too often, organizations initiate large undertakings without clearly defining the desired outcome (what) or benefits (why),” says Zucker. “You have to ask why . The desired outcome describes how the project moves the organization forward or advances its strategy, and the benefits describe the quantitative or qualitative impacts. Impacts are often better, faster, and cheaper, like increased revenue, reduced costs, or faster speed to market.” 
• “Wandering Through the Forest: Lack of Framework Wastes Time.” No one can afford to waste time dithering. There must be a solid framework and project planning, a breakdown of managed tasks from the outset, and accountability with all team members for process and progress.
• “The Money Pit: Spending in Overdrive.” This type of failure is about inadequate attention to budget or lack of constant monitoring to contain costs. Cost overruns are a result of no set project lifecycle or end date, poor scope definition or lack of scope management, and undisciplined cost controls. The worst scenario is not paying attention to vendor costs or other expenses. 
• “In the Dumps: Total Project Failure.” Money spent, and there’s nothing to show for it. Often this situation is due to incomplete or poor planning, a lack of attention to risk management , or inattention to the business environment. 

Quigley offers an example of failure that occurred because the what and why weren’t correctly addressed. “One organization spent millions of dollars building a data warehouse and reporting solution, only to realize that it could have provided more relevant information if the planning had been done correctly. The data did not provide insights to drive critical business decisions and therefore was a failure.” 

Sometimes you can’t state the critical success factors, which is a sign to stop the project before it begins. “In another project, I  successfully pushed back on an executive who wanted to implement an IT cost management system,” Zucker shares. “The project manager provided the CIO with inexpensive ad hoc reports to help define the what and why . The larger project was never started because clear critical success factors couldn’t be defined. Recognizing that was a success, and it left time and money for more beneficial projects with a solid foundation.”

How to Identify Project Critical Success Factors

Five steps help identify critical project success factors. First, align the project with corporate strategy. Gain stakeholder consensus on project objectives, scope and timeframe. Then, hone your list to the most essential elements, identify risks, and set metrics. 

“The first step when creating critical success factors is defining the desired outcome,” recommends Zucker of Project Management Essentials. “That sounds easy to do, but it’s not. The desired outcome is more than deploying a new application or capability; it describes how that capability serves the organization. Once the desired outcome is understood, define the qualitative and quantitative success measures. One method to consider using is SMART principles to describe critical success factors.”

5 Steps to Determine if Your Project Meets Critical Success Factors

Before you start on a project, follow these steps to help ensure it will meet critical success factors.

• Align with Strategy Derrick Hathaway, Sales Director at VEM Medical , advises, “Organizational strategy is the filter to determine a thumbs-up or thumbs-down for potential projects. Question how the project will move the organization forward, and be fearless in vetoing proposed projects peripheral to organizational goals.” 
• Gain Consensus Bring all stakeholders, including internal and external clients, sponsors, project managers, and team members, together for an in-person or virtual meeting. “List candidate critical success factors to generate a comprehensive list by the team,” says Hathaway. “Assess and prioritize the full list.”
• Hone In on the Essentials Cross-examine your project’s individual goals. Narrow the list to the five most critical success factors. Why? Because it is easier to monitor and assess a limited number of essential concerns.
• Identify Potential Risks Risk management is crucial to many projects and an imperative in large-scale, multinational, compliance-sensitive or highly competitive environments. Risk management involves identifying, evaluating, and preventing or mitigating project risks that can impact the desired outcomes. Project managers are typically responsible for overseeing a project's risk management process.
• Set Metrics Decide on metrics for critical success factors, identify how to measure and monitor them, and determine how to handle divergence from set metrics.

Critical Success Factors in Project Management Presentation Template

Download a Critical Success Factors in Project Management Presentation Template for PowerPoint | Google Slides

This flexible template simplifies presenting or workshopping critical success factors for a project. Contents include pages to name clients, sponsors, and other stakeholders. You’ll find slides to cover strategy and project descriptions, timing, critical success factor details, along with information on the project manager and team members. You can also add any communication and tracking tools you’ll use to onboard and engage participants.

Role of the Project Manager in Critical Success Factors

Project managers play a multifaceted role in critical success factors implementation. They identify goals, prioritize tasks, and allocate resources. Project managers create value, focus on customer needs, build great teams, and challenge the status quo.

“For a start, the project manager ensures there are some success factors. They facilitate the identification process, and the resulting criteria are the project’s North Star,” advises Elizabeth Harrin, Director of Otobos Consultants Ltd., and author of Managing Multiple Projects . “All decisions tie back to the project manager, who must ask ‘does making this choice help us get closer to delivering on our success factors?’ If so, then it is in the interest of the project. If not, think again.”

“The project manager has many areas of responsibility,” points out Kristina Kushner , PMP, Principal of Crizper, and Content Creator and Mentor for Women in Tech, WomenTech Network, and Riga TechGirls. “They may vary depending on the seniority level of a project manager, the team composition, the team seniority level, and the company’s role requirements.”

Project Managers Guide to Using Critical Success Factors 

Critical success factors give project managers a pathway to control their assignments. Control derives from agreement and dialogue about these factors with major stakeholders before starting the project. Then, the entire team works together, guided by critical success factors.

Tips for Using Critical Success Factors Based on the “Right” Rules

Tips for using determinants of project success fall into three “right” areas. Make sure you are doing the right project, doing the project right, and then use what you know to do subsequent projects correctly and consistently. 

The rule of right is covered in Stretton’s 2015 “Project Success and Failure Series” in PM World Journal and is based on the Project Management Institute (PMI) Talent Triangle. The method gives project managers a high-level framework to organize current and future projects based on stated organizational strategies and goals. 

Tips for project managers using critical success factors include the following:

• Know What You Are Improving: Kerry Anne Hoffman, Project Manager at So Very Kerry, advises, “Designate projects as official projects and organize them accordingly from the outset, or they are doomed to fail. Define who benefits from completing this project and what will improve once it’s complete. Success is not just finishing the project – it’s what got better due to completing it.”
• Measurement Is for All: Kushner reminds us, “Success criteria must be measurable and meaningful. The measurement system should also be the same for all the stakeholders, which helps everyone understand the project goals from the same perspective, measure the project's success, and see where the team stands in reaching the project goal.”
• Be Realistic: Sometimes, the desire to please management can set you up for failure. Your team can help decide on the achievable scope. Take a good look at what’s possible, but don’t limit your reach. “Knowing if our expectations are beyond capability and reality is complex,” Quigley points out. “Simultaneously, going beyond perceived bounds is the reason for Olympic champions and new technology and applications (intellectual property generation).” 
• Understand Manpower and Resource Issues: Take nothing for granted regarding resources. “The impact of the project load on the organization’s talent can be misunderstood. The same issue applies to specialized equipment,” says Quigley. “Dive deep to ensure you have the people, equipment, and time you need to succeed. What are the limits on the number of project hours with the amount of talent in the organization? Underestimating or not knowing can result in projects where team members work a wild number of hours to ensure the project’s success. It’s a situation that isn’t sustainable. The assumption that team members’ availability is 40 hours a week for a single project is not a good way to estimate, for example, but I’ve seen it happen.”
• Dive Deep on Management Needs: For project managers to take control, they need to be in sync with management’s take on critical success factors – even if they agree to your list. “Pin key stakeholders to one critical success area each to probe for the real answer,” advises Englund. “Surprising replies may surface, and responses may be conflicting. The project manager’s role is to get to the bottom of what’s needed, integrate answers, and work to make them happen. Once you sort out their definitions, you have clear marching orders and forewarning about what is important to key stakeholders.” 
• Possess Project Integration and Other Advanced Management Skills: Project integration management is the knowledge area that ensures coordination among all aspects of a project. The 2010 study “Critical success factors in project management: implication from Vietnam” published in the Asia Pacific Business Review found that its results “demonstrated that factors related to the manager and member competencies affect success criteria. It suggests that more emphasis on developing these competencies through appropriately training managers and professionals in skills and certifications drives project success. Manager and team competencies are more important to the success of a project in the implementation and completion stages. This is where project managers have a major role in effective performance.” Get more training in managing projects regularly from PMI or other learning institutions.  
• Prevent Scope Creep Even Through Change: Don’t fear change, but ensure you know how to control it. “I have witnessed a project go millions of dollars over budget and have six months added due to scope creep and unmanaged changes,” says Quigley, who often consults on large-scale engineering projects. “Projects are learning environments, and not expecting changes in the course of doing the work is unreasonable. Change is not the problem; uncontrolled and uncoordinated changes are costly. Experience has taught me this is a significant source of project failure.” The path to control is constant monitoring, communication, and cost assessments for any necessary changes, as well as managing scope creep before it gets out of hand.
• Use Tested Tools and Techniques: Learn how to work with tools and techniques before you use them. “When a project manager and team leader use untested tools and techniques, it can lead to a slew of serious issues later in the project's lifecycle,” Vem Medical’s Hathaway notes. “That’s because the team must deal with the learning curve of new techniques on top of their regular project responsibilities.”
• Keep Scanning the Environment: “Meeting the triple constraints is just a starting point,” says Englund. “Sometimes a project can be right on scope, schedule, and resources, but fail to succeed — perhaps because the market changed, a competitor outdid you, or a client changed its mind.”
• Prepare for Trade-Offs: Quigley explains, “Be ready for conflicting department priorities. When you have to make trade-off decisions, you can expect difficult discussions across an organization's departments. For example, one part of the organization's measurement of success may run contrary to the trade-off, making that part of the organization very uncooperative.”
• Keep Everyone in the Loop: Be sure to communicate with all project members and stakeholders to ensure everyone understands which tasks have priority, so everyone is on the same page.
• Know When You’re Done: You should always have a clear testable definition of “done.” Zucker declares, “Once the objectives are defined, the next question describes how we will know they have been achieved (key results).” He adds, “An effective way to facilitate this part of the discussion is by asking, ‘what does ‘done’ look like?’”

Project Critical Success Factors Tracking Templates

Download a Project Critical Success Factors Template for Excel | Google Sheets

This template makes it easy for project managers to take control and keep stakeholders and team members in the loop. The dashboard view allows you to track progress against deadlines, show resource allocation, budget and financial status, risk analysis, and which tasks are pending or open. By capturing all data in a single location, you make communication transparent and facilitate a way to create and share reports quickly and accurately. 

• Evaluate Results and Take Lessons Forward: Your project isn’t done and put to bed until you look at every aspect of it. Evaluate how well the critical success factors served the team, what worked and what didn’t. Note those processes and activities and apply it when you develop the next project. This information will make the planning process faster and more productive, often resulting in a template for similar projects.

One item to note is that project success and project management success differ. Findings in 2018 by Mahmoud, Haleema, and Almamlook, “Overview Success Criteria and Critical Success Factors in Project Management,” reveal that “project success and project management success are not the same. Failure could be avoided by paying careful attention to the project management success criteria and critical success factors, which, if absent, cause failure. Project success is often assessed only at the end of the project lifecycle, as project management outcomes are available and convenient to measure. The right project will succeed almost without the success of project management, but successful project management could enhance its success.”

Keep Remote Teams on the Same Page with Critical Success Factors

Remote project management teams are more prevalent since the start of the pandemic in 2020. Critical success factors are pillars that project managers and remote teams lean on to guide them in their work, regardless of location. 

All project managers need the fundamental skill of being comfortable while managing people wherever they are, particularly since the pandemic. A 2022 report by Upwork predicts an 87 percent increase from pre-pandemic levels of people working from home. That means 36.2 million workers, or 22 percent of Americans, will be remote by 2025.

Here are some tips on using critical success factors to manage remote teams :

• Project Plan with Precision: “Without a path to success, you’re not working on a project, but simply a task that needs to get done,” says So Very Kerry’s Hoffman. “Project planning makes remote work easier for everyone on the team and is the next step after you’ve set up your critical success factors.”
• Enforce Tight Quality Assurance: “Controlling and monitoring are critical components of project management,” says Vem Medical’s Hathaway. “A project can succeed only with proper governance regardless of location.”
• Communicate with Transparency: When team members are around the state, or even the world, keep the lines of communication open to accomplish remote work . “Demonstrate to your team to use clear language, and do not hide or obfuscate the state of the work effort,” Quigley recommends.“Tell your team that if there is bad news, there will be no shooting of the messenger. State how you see things and collectively explore to see if you are correct. There is no foul in showing what you see and why you interpret it in a particular way. Decisions and rationale for that decision should be open to scrutiny. The team can make or help make decisions, and the project manager should be good with that approach. Knowing when to stand your ground and when it is time to listen and adapt are good skills.”
• Make Mini Meetings a Habit: Hold frequent and short-duration meetings – adopt the daily scrum meeting and cover : 1. What did you do yesterday? 2. What are you doing today? 3. What obstructions are slowing you or preventing you from accomplishing the objective? If you don’t want to adopt the Scrum format, hold short meetings with an agenda and provide team members access to the action item list with project management tools. Not every team member needs to attend every session; rather than one big project meeting, break them up by topic. Having the entire team together is essential, but it is equally important to reduce meeting impact on the available time for work. 
• Use Online Messaging Apps as Needed: Make extensive use of messaging and chat. Quigley says he takes advantage of instant messaging to keep things moving briskly and answer urgent questions from team leaders. “When teams are remote, drive-by communications and shouting across the open floor plan are replaced with emails, texts, IMs, chat, and Zoom calls.”
• Select High-Performance Project Management Software: A project plan and all that goes into that is simple to share when you have a high-performance project and work management platform. Find a secure platform that lets you organize resources, time, and budget, and allows for document sharing and fast messaging with your team and stakeholders. If you don’t already have a solution that you like, read this guide on picking project management software for guidance.

Critical Success Factors: Examples in Various Industries 

Critical success factors differ depending on the industry. While the specific factors vary, research into the value and use of essential elements of success has gained traction in various sectors, particularly in developing economies seeking a competitive edge. 

Examples of the use of critical success factors in different industries around the world include the following:

• Business Tourism and Critical Success Factors Example: This qualitative research “Critical Success Factors of a Business Tourism Destination: Supply Side Analysis” in 2017 by Maraia, Du Plessis, and Saayman identifies the critical success factors to grow business tourism destinations in South Africa and be more competitive as a destination. Human resources, finances, customer focus, and product aspects were identified as the most valuable success factors. The education of the market as a primary way to enhance and boost business tourism was a result of the research.
• New Product Development and Critical Success Factors Example: Dubai is expanding its economic base and exploring new product development as an avenue for growth. The 2021 research “Critical Success Factors of New Product Development: Evidence from Select Cases” by Dwivedi, Karim, and Staresinic pinpointed 12 factors. The factors identified to guide new product development projects were not ranked because the importance of the factors shift depending on the type of product developed. Effective communication , management commitment, clarity around goals, user involvement, cross-functional teams, structured process, highly qualified team members, support for an entrepreneurial culture, alignment with strategy, out-of-the-box thinking, adequate funding, and increasing product development speed were the identified critical success factors.  
• IT Project Management and Critical Success Factors Example: Organizations worldwide make significant yearly investments in various information technology projects for development and maintenance. A Malaysian 2017 study, “The Critical Success Factors (CSFs) for IT Projects” by Ali Yahya Gheni, Marzanah A. Jabar, Yusmadi Jusoh, and Norhayati Mohd Ali, found developers and IT managers ranked nine factors that make or break projects. The finding was that a committed and motivated team was the number one factor in success with a result of 68 percent. Following that factor, the following seven are internal communication, use of tools and infrastructures, good estimation, skilled project manager, skilled teams, risk analysis, and clear goals and objectives. They found the least important factor was project monitoring with a score of 15.5 percent. 
• U.S. Government Contract Management Critical Success Factors: In 2010, “Critical Success Factors in Government Contract Management” research by Rene G. Rendon reviewed how the Department of Defense (DoD) can use critical success factors. Findings suggest that DoD’s focus on shared knowledge areas and processes impacts contracts and projects. Addressing the essential factors of success of techniques, workforce, leadership, relationships, policies, and resources to improve the DoD’s management of projects and contracts.

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• Bachelor in Business Management

The 8 keys to a successful business presentation

• Categories Bachelor in Business Management , Business Management , Careers , Digital Marketing , Innovation and Entrepreneurship , International MBA , International Relations & Business , Marketing & Communication , Sports Management , Tourism & Hospitality Management

Presentations can be energising, interesting, entertaining ways of engaging an audience and giving them valuable information. We’ve probably all sat through one or two stand out sessions where we’ve walked away with a “wow” feeling and a spring in our steps.

Unfortunately, those are the “unicorns” – the exceptions to the rule. In general, we’re shifting in our seats uncomfortably, wishing we were somewhere else, and hoping for it all to end. And then, there’s another slide of figures and another 20 minutes of painful explanation.

It’s sad, but true. Most speakers miss the mark when it comes to keeping the audience’s attention. So how can you turn your next presentation into a roaring success, rather than a tedious waste of time?

1. Remember your job

First things first, your job is to communicate an idea and give your audience something valuable to take away. When preparing, you should continually ask the question; “How is this part of my presentation giving value to people?”

This will help you stay on track and ensure that what you are talking about is relevant, valuable, and concise.

2. Know your audience

It doesn’t matter how brilliant, funny or intelligent your presentation is, if you pitch it too high or too low, your audience will be bored. If it’s too hard for them to understand they will disengage and start thinking about all the fun things they want to do at the weekend. If it’s too easy, it’s almost worse – they’ll feel patronised and embarrassed. You might even see some people leaving the auditorium.

This video from Wired is an excellent demonstration of how to pitch an idea to the audience in front of you. Here you can see Bettina Warburg explaining blockchain to five different people; a child, a teenager, a college student, a graduate student, and an expert.

She never loses their attention, she asks challenging questions, and she explains things in a way that each person understands.

3. Give people a reason to care

Early on in your presentation, you need to show why this is relevant and valuable. Explain your thesis and argument or outline what people will come away with.

Without this knowledge, your audience might feel lost, or concerned it is not for them. At the same time, you can explain your expertise and why you are in a position to give this talk. This gives you the social proof you need. Just don’t overdo it; no-one wants to listen to someone who is boasting about themselves.

4. Think about visuals

Slide after slide of boring stats and reams of text…you’ll hypnotise your audience, and not in a good way. Though many corporate presentations have strict rules about colour, logos and branding, there should be nothing stopping you from using compelling images.

Stock photos are generally dull (so avoid them), but you can find dynamic visual aids on free websites like Pixabay and . Just make sure they are relevant to your points and don’t distract the audience from what you are saying.

5. Make an impression

Science says you only have a few seconds to make an impression – and that impression will stay with your audience for the duration of your talk. So make sure you dress well and walk on stage confidently, smile, and be aware of your body language – especially what you are doing with your hands. Use big strong gestures, and try not to touch your face too much because it will make you look nervous.

Practise in front of a camera (just set up your mobile phone) or ask people to watch you rehearse. That way you can see how you look and how you can improve your overall image.

6. Be varied

If you don’t vary the way you speak during a presentation, you can begin to sound monotonous. This is a problem because you will start to bore your audience, even if what you are saying is extremely interesting.

Again, practise in front of people or on video and listen to how you vary your voice, your volume and tone. Don’t be afraid to exaggerate a little. On stage, or in the boardroom you have to be a little larger than life!

7. Interaction is key

We’ve spoken a lot about your audience and how they will perceive you. What we haven’t mentioned yet is that they are not simply receiving a message – they can be an active part of things too.

Plan interactive moments into your presentations. Ask them questions, get feedback during your talk, or even get them to talk to the person sitting next to them. This is especially important in long presentations, as it will change the atmosphere and re-engage tired brains.

8. Expect the unexpected

Simply put, you need to prepare for questions. You’re already an expert in your area, so it can be hard to decide what people will want to know. Ask your friends or colleagues to write a list of questions they want to know beforehand, so you can prepare your answers. It will help you avoid feeling lost or unsure during your presentation.

9. Know yourself

Just as important as knowing your audience, it’s important to know yourself. How do you feel speaking in public? What happens when you get nervous? Some people get a dry mouth, others get sweaty, and some might completely forget everything they were going to say.

Don’t panic! If that sounds like you, just be aware of what can happen. Take a spare shirt if you feel you need to change, have a bottle of water by your side, and carry notes, if you think you will need to jog your memory.

Practising in front of other people will also really help you feel more at ease. It’s you best way to iron out the kinks and really feel you know what you are talking about too.

Finally, good luck! Remember your audience is there to listen to you. They care about what you have to say. Rather than looking out onto a sea of strangers, think of them as people you can help with the hard earned knowledge you have. Work through these points, develop an engaging valuable presentation and your audience will walk away with that “wow” feeling you were hoping for.

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Critical success factors strategic management ppt model

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by Earl Contreras

June 23, 2021

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Key Success Factors

Jan 03, 2020

280 likes | 313 Views

Key Success Factors. Belief in each person’s ability to work. Confidence in our capacity to find each person’s path to work. Relentless & disciplined pursuit of new skills, strategies, partnerships, & opportunities to achieve full employment. Key Allies. Families. Schools.

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• school districts
• developmental disabilities
• employment services
• school district responsibilities
• county school district agreements

Presentation Transcript

Key Success Factors Belief in each person’s ability to work. Confidence in our capacity to find each person’s path to work. Relentless & disciplined pursuit of new skills, strategies, partnerships, & opportunities to achieve full employment.

Key Allies Families Schools Providers DDD/VR Counties

Key Allies Hold the expectation of work & community contribution for all working age people. Encourage & advocate for work. Relentless & disciplined pursuit of new skills, strategies, partnerships, & opportunities to achieve full employment.

Initial Strategies Develop State/OSPI and county/school district agreements that make the most of all state and local resources. Promote use of post school employment data on transition outcomes from Center for Change in Transition Services to improve performance on IDEA/WASL requirements. Market employment for everyone. Build provider capacity. Clarify priority and track progress.

Clark County Schools Project-Building To the Future The Vision- “Building a network of services to insure that all students with developmental disabilities have access to employment, appropriate formal and informal job supports, or additional educational opportunities as well as other needed community supports or linkages.” ESD 112, Vancouver, La Center, Camas Schools, WISE, Clark County Developmental Disabilities

How did it Start • Linda Rolfe-DDD, spoke to local special education directors & provided some initial TA funding • ESD #112 & Clark County jointly sponsored a letter to invite participation goal-to improve transition planning & post school outcomes • Interested districts applied & self selected project’s structure & outcomes • Everyone Provided Something

Our Responsibilities and Why Collaboration Became So Important • Long History of Relationships between Clark County, ESD#112 and Local School Districts • Everyone Dissatisfied with Current Transition Planning and Post School Expectations • Working Together Would Help Everyone

Transition Project Outcomes • Produced Educational DVD available to all – also web presence - • Shows stages of the educational pathway and linkages to the community system • Used by teachers and families for transition at all ages-outcome always looking to employment • Gives strategies for each age as well and clear Working Age Adult Policy information • Training Teachers – • Train the trainer model with long term mentoring on how to use Person Centered Planning to develop legally defensible, useful IEP goals • Intensive Year of Training for the “trainer group”-system navigation, benefits, employment, recreation, residential, housing, etc... • Institutionalizing positive, results oriented process • Family Training Series – • All individuals ages 12 - 30 and families invited • Monthly from January - June topics include employment, residential, adult system, benefits, recreation, and housing

Transition Project Outcomes • Build-able Portfolio/Packet • Will assist families and individuals with disabilities to gain the most out of their educational experience • Follows the student each year • Will assist the student with obtaining paid community employment • Potential Alternative to the WAS, reducing time and frustration of teachers • Developed a Transition Cadre for ESD 112 • Modeled after Successful Autism Cadre • Seeks to influence changes in transition beginning with birth to 3 services • Developed to promote & Sustain Best Practices in Transition

Mary Strehlow, Manager Clark County Developmental Disabilities Program Voice, 360-397-2130 extension 7825 Email – [email protected] Dennis Mathews, Asst Superintendent ESD 112 Voice, 360-750-7500 extension 240 Email – [email protected] Jan Cline, Special Education Director Camas School District Voice, 360- 817-4410 Email - [email protected] Cesilee Coulson, Executive Director WISE Voice, 206- 343-0881 Email - [email protected] Clark County Contact Information • Daniel Bettis, Special Education Director Vancouver School District Voice, 360-313-1164 extension 1158 Email – [email protected]

King County Developmental Disabilities Division School-to-Work Project Ray Jensen, Division DirectorKelley Faulkner, Project Manager

Goal • Improve employment outcomes • Eliminate gap in services • Work with schools as first person resource to get information to students/families sooner • Offer technical assistance (TA) and training to school staff to help them prepare students for real, community based employment

King County Responsibilities • Orientation and enrollment of students and families • Trainings to students, families, educators • Working Age Adult Policy • Funding for employment supports • Social Security Work Incentives • Other requests as needed • Contract with: • School Districts (15 districts as of date) • Employment Agencies (16) (assessment, job development, training) • Work Training Program- case management/ summer program • Coordinate with funding agencies • DVR – braided funding (two models tried) • DDD – coordinate/prioritize transition proviso funding slots planning

School District/ESD Responsibilities • Commit existing school resources to help students find jobs before leaving school (or pay if Bridge.) • Partner with supported employment agencies and sharing resources to find and support students in jobs while they are in school. • Provide contact person and for trainings /referrals/ promotion/distribution of project-related events/information, etc. • Receive training on the value of employment and best practices in supported employment (clock-hours provided.)

Results • Outcomes - 129 students working or receiving supported employment services on a pathway to individual employment • 2005-2006 outcomes: • 78 receiving day program services • 51 people working • $531 per month average wage • DOB Range: 9/1/84 – 8/31/85

School District/ESD contact who could answer questions • Richard Haines Lake Washington School District 425-861-3452 [email protected] • Diana Gay Issaquah School District 425-837-7131 [email protected] • Kelley Faulkner King County School-to-Work Project Manager 206-205-0526 [email protected]

Inspiration & Goal – Thurston\Mason County • Inspiration • Young adults with developmental disabilities weren’t leaving school and going to work like their peers. • Goal • Collaborate and combine resources so young adults with developmental disabilities graduate with good jobs.

Shared Responsibilities • Thurston County DD • Leadership • Contract Oversight • School Districts • Program Sponsorship • Teacher Support • Student Referrals & Family Liaison • Division of Vocational Rehabilitation • Assessment and Planning • Morningside • Direct Employment Support Services

Shared Funding • Historically, since 1992, the annual cost of the program has been between $250,000 and $275,000 per year. • Financial participation has been shared: • Morningside - 10% • Thurston County – 20% • School Districts – 30 % • Vocational Rehabilitation – 25% • Grants and Donations – 15%

What does it buy? • Employment agency Provides • 4.5 FTE’s in 7 school districts • School district funds teacher & site costs • Access to employment support • Job try-outs, job development, and on-the job training and support. • Working knowledge of community resources like the bus system • Segue to long-term employment support (post high school)

Outcomes • Expectations: Young adults with developmental disabilities can enter the work-world upon graduation. • 2007 graduating class, 60% working • 2006 graduating class, 65% working • 2005 graduating class, 75% working • Mason County began a High School Transition program during the 2005-06 school year with 100% of the students working at the end of the school year. For more information contact: Jane Boone, Thurston–Mason County Coordinator Voice, 360-786-5585 extension 7212 Email, [email protected]

Why did “Bridging the Gap” conversations begin in Pierce County? • Many students in Pierce County were exiting high school without a job or an understanding of the adult service system. • Students were falling through the gaps and difficult to locate or move into services quickly post graduation; • There were numerous “myths” about going to work and what it meant to earn money. • Implementation of the Working Age Adults Policy and the Counties strong value that everyone has something to contribute. • The mutual goal is a partnership that will focus on providing training and supported employment services to students age eighteen to twenty one so that they will be employed at the time of graduation.

Social Security Benefit Analysis and Planning Providing education about Social Security benefits Gathering information Reviewing an individual’s benefit profile Illustrating potential options (i.e. Work Incentive Programs) Identifying/assisting with problem situations (i.e. overpayments) Pierce County Transition Coordinator Information on the Working Age Adult Policy for staff and students Be a resource and help navigate adult services Explore Employment Services Identify Possible Funding options Attend IEP Assure qualified employment providers are available to work with students What are the County Responsibilities?

What are the School District responsibilities? • Overall coordination of the IEP and Transition Services; • Assure staff receive training on available adult services in Pierce County • Assure notification of the initial IEP goes to the student’s chose vocational provider • Pay for planning and/or employment services as part of a funding partnership.

What have we accomplished? • Outreach: • Meeting with each District and families in the evenings (10 since 1/07) • Social Security Benefits Outreach to school districts and families ( 4 events reaching 86 individuals since 1/07) • Contracts and Services: • Through a partnership with two School Districts, White River and Franklin Pierce, the Districts have entered into contracts with Pierce County Developmental Disabilities. • Working with 6 students, 3 in White River and 3 in Franklin Pierce. • White River School District has 2 completed plans, and 1 is in process. 1 student was employed, but it fell through. DVR is involved with all 3 students. WR has more students who will be their focus for next year as well. • Franklin Pierces has 1 student in process with a plan. DVR is involved with 2 of their students

Hugh E. Flint Director of Student Support Services White River School District 240 North A Street P.O. Box 2050 Buckley, WA 98321 Voice: (360) 829-3959 Fax: (360) 829-3358 Email, [email protected] Susy Stremel Adult Services Program Specialist Pierce County Developmental Disabilities 3580 Pacific Ave Tacoma, WA 98418 Voice: 253-798-6149 Fax: 253-798-2806 Email, [email protected] Contact Information for Pierce County

Linda Rolfe, Director Division of Developmental Disabilities Voice, 360-725-3461 Email, [email protected] Jane Boone, Manager Thurston-Mason DD Program Voice, 360-786-5585 ext 7212 Email, [email protected] Richard Haines Lake Washington School District Voice, 425-861-3452 Email, [email protected] Diana Gay Issaquah School District Voice, 425-837-7131 Email, [email protected] Kelley Faulkner, Project/Program Manager II School-to-Work Pilot Project Voice, 206-.205-0526 Email, [email protected] Susy Stremel Pierce County DD Voice, 253-798-6149 Email, [email protected] Hugh E. Flint White River School District Voice, 360-829-3959 Email, [email protected] Daniel Bettis, Special Education Director Vancouver School District Voice, 360-313-1164 extension 1158 Email – [email protected] Contact Information Jan Cline, Special Education Dir Camas School District Voice, 360- 817-4410 Email - [email protected] Dennis Mathews, Asst Superintendent ESD 112 Voice, 360-750-7500 ext 240 Email – [email protected] Cesilee Coulson, Executive Dir WISE Voice, 206- 343-0881 Email - [email protected] Mary Strehlow, Manager Clark County DD Program Voice, 360-397-2130 ext 7825 Email – [email protected]

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