1.  What is the core concept behind People-2-Projects?

 The core concept behind the People-to-Projects (P2P) software is productivity through accountability.  Productivity begins where units of work are performed.  This entails planning the work units necessary to accomplish a task, the assignment of work units, the monitoring of progress against plan, and timely feedback to the producing units, so that all work units can adjust their activity to optimize the use of resources and time to accomplish assigned work.  All of these ingredients are the critical elements of management.  The four P2P modules are built around these core ingredients of productive work.        [Top]

2.  How does P2P differ from other products that promise increased  productivity?

 Traditional approaches to productivity focus on global economic measures such as output per work hours.  These global measures hide waste and inefficiency within organizations.  In fact the dependence on these measures almost invites waste and inefficiency, because there are so many ways to hide unproductive employees.  The realization of this fact is attested to by the enormous amount of training and seminar dollars expended by businesses and industries each year to get their managers to hold subordinates accountable.  These systems rarely work because when the manager returns to their companies, the culture and environment is generally not conducive to what they were taught to do as managers.

The P2P system starts with planning and assigning work units at the operational level.  Everything is measured against the actual assignment of tasks within the Project Manager module.  As a perusal of the components of this module indicates, planning of work goes down to the TODO level.  All assignments are planned and entered via computer and is available through LANs and WANs, so that what is to be done is immediately public, available to managers throughout the organization, so that subsequent decision-making is based upon current data.  Starting at the individual tasks that comprise the operational level significantly distinguishes P2P effectiveness from the competition.        [Top]

3.  Why is the P2P system more effective than its competition in achieving accountability and training managers to accomplish it? 

  P2P gains its greater effectiveness because its structural elements determine the shape of the organizational climate.  What you learn, what you are taught is reinforced every minute of the day throughout the workweek.  The nature of the environment reinforces what you learn, as well as what is expected as performance from managers.  As indicated above, the beginning of productivity and accountability begins with managers, and is a direct consequence of management ability.        [Top]

4.  Is P2P flexible enough to be tailored to meet client needs, or is it a straitjacket that chokes creativity? 

P2P is not a straightjacket.  It has been designed for tailoring to each company.  The structure of the modules and their interactive communications is fixed and does place restrictions on the user.  However, the demands for relevant information entered in a prescribed form are a major part of why operational accountability can be obtained using P2P.  The specific data required trains each manager to focus on critical data for understanding the business.  More importantly, it limits a manager’s ability to avoid her/his responsibilities.  It requires accountability from the manager in the form of planning and reporting of operational activity against plan.        [Top]

5.  What is meant by real time decision-making?  Does P2P truly help me manage everyday business activities?

 Because P2P requires the reporting of operational data daily, this means that decision- making is based upon the current status of each project.  Moreover, the data is immediately available to all individuals with the appropriate security clearance.  This means that when decisions are being made they are dealing with the actual status of operational results at the time that strategies are being formulated to respond to current business conditions and operational realities.        [Top]

6.  How can I implement P2P into my company without major disruption?

 Since all individual activity is eventually saved in relationship to each individual employee, the ideal would be to immediately enter all personnel information up front.  That is a more realistic possibility for smaller companies than it is for larger ones.  For new employees, the entry of data occurs at the beginning of employment.  However, the conversion of existing employee information can be done over time.  The creation of a personnel record with their name and minimal data enables the P2P to function.  Over time older data necessary to complete all file information can be accomplished, thus minimizing the initial impact on the organization.        [Top]

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7.  How can I justify the cost?   

The pricing structure indicates that there is a one-time fixed cost purchase price that is a fraction of one percent of revenues.  However, when considering the actual cost to the organization, P2P offsets a series of other expenditures in other categories.  These include eliminating expenditures for external management training, recruitment services, behavioral understanding of work behaviors, Leadership 360 Assessment, customer service surveys, organizational surveys, succession planning, EEOC reporting, and everyday reinforcement of a management philosophy and strategy that defines the company.  These offsets significantly further reduce the actual cost of purchasing P2P.        [Top]