The document summarizes a presentation on capacitating professionals through mentorship and coaching. It discusses defining processes and projects, assessing team ability and motivation, and creating a strategic framework. Key points include that processes are cyclic and evolutionary while projects have clear beginnings and ends, and that processes induce repetition and perfection while projects enable transformation and relevance. It also outlines developing a mission, analyzing the environment, and creating a scorecard and behavioral framework to structure processes.

1. Capacitating Professionals through
Mentorship & Coaching
09 September 2015 – Gallagher Convention Centre
Hosted by Smart Procurement
www.smartprocurementworld.com
Presented by
derek hendrikz

2. Copyright © 2015
Derek Hendrikz Consulting
www.derekhendrikz.com

3. Does Your Team Know
What You Know?
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4. Performance
Willingness
OpportunityCapacity

5. the Context / Problem PMS Ratio
Problem
Complexity
(Process-based)
Project-based
Perception-
based
Process-
based
Integrative
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Define
Remunerate
Assess
Grade Work

7. the Ability / Motivation ratio
Ability
(Knowledge & Skill)
Team Player
Wrong
Appointment
Hostage Taker
Super
Star
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8. Basic Performance Continuum
1 5 10 10+
Wrong
Appointment
Develop Reward
Motivate
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9. Does your team have the
capacity to execute a
procurement strategy?
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10. Copyright © 2005 - 2011 Derek Hendrikz Consulting
processvs. projects
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the paradox of strategy…

11. do what you did yesterday perfectlytoday…
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• process induces repetition
• repetition induces perfection
• perfection induces performance

12. boldlydo what has never been done before…
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• projects bring about change
• change brings about transformation
• transformation brings about relevance

13. processmath…
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results
action = 1

14. projectmath…
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results
action > 1

15. Process vs. Projects
Process Projects
• Cyclic in nature
• Evolutionary
• Performance-based
• Driven by managers
• Results divided by action = 1
• Puts bread on the table
• Clear beginning and definite end
• Revolutionary
• Relevance-based
• Inspired by leaders
• Results divided by action > 1
• Puts possibility of bread on the
table
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Process
Environment
Team Opportunities
Customers
Risks
Relationships
Suppliers
Competitors
Stakeholders
PESTLE

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Inputs Outputs
Process
Team Job Description

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Process
Inputs
Task Activity People
Money
Assets
Authority
Behaviour
Task
Functionality
Time
Location

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Process
Outputs
Quality
QuantityProfit

21. Creating the Strategic Frame…
• Develop mission as a process
• Analyse the environment
• Develop projects
• Create process structure
• Develop a strategic scorecard
• Create a behavioural frame
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