Psychology to win and inspire the entire project team
The main differences between PROMOTE and other project management methodologies are:
A psychological component which:

·	Takes account of human behaviour.

·	Provides leadership and motivational skills to inspire a winning team.

A communications component which:

·	Maintains management and team commitment.

·	Keeps customer and goal focused.

A simpler project control component which:

·	Emphasises a few key project principles which the team can easily memorise and apply.

·	Keeps tight change control over the specification.

·	Compares the time, cost and effort of each stage against a scientific project benchmark.

In contrast, other project methodologies are too long winded to be easily remembered and applied.

PROMOTE provides accurate project estimates
We have applied 30 years of project management experience in developing accurate project plans and estimates. By using PROMOTE at the start of a project, the project resource profile, cost and completion date can almost be guaranteed. Reliable manpower estimates and stage completion dates are the most critical aspects in preparing and achieving a plan. We have scientific estimating ratios for each stage of a project. These ratios appear almost to be a fundamental law and they can explain why certain projects regularly overrun cost and time by 3-5 times.

Project Behaviour

1. Management commitment varies to ensure project staff are allocated & will work planned hours. Project staff need to off-load daily operational work.

2. Time-pressure is low initially. Operational work can interfere with project tasks because the completion date is a long way off, perhaps 1-2 yrs.

3. Project tasks are big. Tasks may extend over several months or years. Methods have to be devised to complete them because the tasks are new.

4. Rapport takes several months to build as project people are brought together in a team for the first time.

5. Queries are non-standard and have not been encountered before. Thus a task might take 2 weeks to complete because a procedure needs to be thought out. It takes time to allocate people to the task.

6. Output starts low but increases rapidly as the team "bonds," builds relationships and works out procedures. Simple tasks often take several weeks.

7. Personal job satisfaction is hard to identify because the project objectives are big and long term. A personal contribution appears to be insignificant like one small ant's contribution to the ant-hill.

Operational / Line Behaviour

1. Management commitment never varies. It is always strong. Daily operational activities always get priority because profit needs to be earned.

2. Time pressure is constantly high because operational issues need to be answered quickly - usually within a day.

3. Operational tasks are usually small and fast. Regular tasks often fall within a short, monthly reporting cycle.

4. Departmental rapport is strong. People usually have known each other for years.

5. Most queries are standard and can usually be answered quickly by telephone or email - often within a day. Queries often repeat and are solved by standard procedures which are widely known.

6. Output is consistently high. Tasks are usually repetitive. Procedures exist to complete them. People know who completes them. A task is short and can be completed within a few hours or days.

7. Personal job satisfaction is very high due to close personal involvement and knowledge. Personal contribution to the end result is significant.

Better people skills & better communication
PROMOTE helps a project manager to adapt his communication style not only for different audiences but to match the team’s mood and morale swing during the project. Consequently he is able to resolve minor problems more quickly and prevent them from escalating. For example, we compare differences in behaviour between people working in a project team and those working in their line department.