**This is for project managers, ScrumMasters, development managers and directors, team leaders and anyone who needs to implement Agile effectively very soon...**

“You're About To Discover Exactly How To Prevent Your Maiden Agile Voyage From Becoming The Titanic...”

If you're expected to implement Agile methods in your team soon, but you haven't done this before and management hasn't lined up expert help for you, we'll quickly help you close the gap between your training and getting Agile working in the real world — your world.

From: Gil Broza and Johanna Rothman

Dear Colleague,

Does the following look like your situation?

• The project is much riskier than you and the team are ready to handle given your experience with Agile.
• Agile seems to work well for others, but not as well for you, even though the skills and the willingness seem to be there?
• Management hasn't secured expert help for coaching the transition, even though it endorses the move. Perhaps they sent you to a 2-day training or a conference.
• Only your team is excited about Agile — you can already tell that your product owner (customer) will be unreachable and that you'll still produce Gantts and percent-complete reports.
• You get this knot in your stomach when you imagine conversations with the team, management or business turning into conflicts.

If so, you're part of a very large group of Agile do-it-yourselfers. And if you had conversations with some of them, you'd probably hear statements like:

Seasoned project manager: “The director told me that five weeks would be enough for this project because we were using Scrum. Nobody was trained, and I had no clue what to do. After five weeks — with maybe half the project completed — they moved me out and said, 'we're bringing someone else into this role to do it right'.”

Development manager: “We're secretly hoping nobody discovers just how broken the software is. We just can't test it quickly enough. And we're not even testing at the unit level because writing automated tests reduced our velocity so much, the director told us to stop it.”

Team leader: “Our product owner is just not around anymore. Even working 50 hours a week, he had to choose: do client visits and develop product strategy, or write stories for us. We lost.”

Developer: “Our testers just don't get it. No matter how much we tell them, "no specs, no requirements, just ask us, or sit with the developers", they just freeze.”

ScrumMaster: “Our velocity and quality have really dropped since our top developer left. She just couldn't stand this kind of iterative, collaborative work. She had to have her own assignments and her own code. And she really didn't appreciate helping the testers when they were backlogged.”

We have been bringing pragmatic, effective Agile software development to companies for over 10 years. We know it doesn't have to be this way.

“Johanna understands that one needs to understand the system in order to solve a problem, and not just focus on immediate issues. She has an excellent (and unique) ability to be direct while not putting people on the defensive. Johanna helped me to take technical leadership techniques I thought that I knew and learn how to apply them more effectively. Johanna brings a unique set of skills, an effective style, and an excellent base of experience to her writing, her presentations, and her coaching and consulting engagements. Johanna can help teams work better.” Steve Berczuk Agile Software Developer, Humedica

“Gil consistenly demonstrated creative, expert and empathetic advice, observation and leadership consistent with an approach of high integrity. He brought an appropriate mix of IT expertise, behaviour observations, lean process thinking and ability to start tough conversations.” Jason Koulouras Director, Data Services at Canada Pension Plan Investment Board

Why is your team, department or organization adopting Agile?

You might be motivated by higher productivity, cleaner code and increased customer satisfaction. Those are good, but chances are that senior management's real motive is to reduce the pain of current methods. Maybe you release software infrequently enough that customers are switching to the competition. Maybe you release it frequently enough, but the quality's poor and you pay a penalty in tech support and bug fixing. Perhaps high stress is causing good people to cave in and leave, and replacing them is expensive.

And here's the catch...

Effective Agile is way more than sprints, user stories and automated tests.

It is really about principles, values and behavior.

Most people don't realize or know that.

Too often, they don't invest in their Agile transformation appropriately.

It's a disaster waiting to happen,
and you're in the middle of it.

How did you come to be the captain of your maiden Agile voyage? We bet you've either had some exposure to it, it got you excited, and you offered the idea to your bosses; or you just happened to be around the "right" project at the "right" time when some higher-up figured that you should go Agile.

Either way, you need to navigate a project and a group of people (more than your immediate team, by the way) from point A to point B. Let's assume you study your navigational skills well. Your crew is excited. We're the pilot team! This is the way of the future! We're intelligent and competent, we'll handle it!

Naturally, there are some hurdles along the way: A sprint that you don't quite finish. Some "done" stories that crash on a clean environment. A stand-up meeting that takes 40 minutes.

You're probably thinking, "that's OK, we're learning." You head into the retrospective, hash things out, and resolve to cram less into the sprint and disband the stand-up after 15 minutes.

Those are the easy hurdles. Do you know which bumps along the way can turn out to be the iceberg that sinks your ship? Here are some possibilities...

• When the program manager tries to optimize your retrospectives by telling you to just collect everyone's "needs improvement" input and present your "resolutions" to the team...


• When your top developer says "my part's done" and won't describe it further ("I wrote all the documentation, just look there")...


• When your manager has you pre-assign tasks during sprint planning and then asks for a daily report of percent-complete...


• The senior developer who dominates all the pairing sessions, and in his spare time rewrites others' code?


• When the team will not commit to any ship date whatsoever "because we're Agile, we don't have to!"

So How Do People Succeed With Agile?

Easy. They put together a Transition Project Plan, have their top project manager run it, and make sure everything tracks to the plan.

“You're kidding!” you must be thinking — and you'd be right. It doesn't work this way. The process of adopting Agile is itself agile, involving high-level goals, a community, small steps and frequent inspection and adaption.

But you wouldn't kick off a project with a customer who doesn't know the domain and developers who've never used the programming language, right? So make sure you don't kick off Agile adoption this way!

On a well-run Agile project, everybody points out risks and issues. They can do so because they know their domain and technology. Do you know what the risks and issues are when starting to do Agile?

If you make wrong design choices or produce clumsy features, your users would tell you. If you misapplied Agile practices or misinterpreted some principles, who would tell you? How much deviation from the norm is OK, and how much isn't?

You'd plan any technology project around business goals, and you'd have metrics and indicators to measure your success (e.g. sales, maintenance costs and customer satisfaction). What would you see if your Agile implementation succeeded? (Hint: It's not about velocity). And what would Agile mediocrity look like? (Another hint: When Agile doesn't work all that well, it tends to resemble the old process...)

You probably have ways of knowing when a project's in trouble: slow progress, increasing defects, open season on scope, etc. What would you have to see or hear to know that your Agile process is in trouble? And more importantly, what would you do about it?

What They Didn't Teach You In Training...

You've probably attended a ScrumMaster course at some point (as of the end of 2009, at least 60,000 people have). If you were really engaged and your instructor excellent, you got a good grasp of the principles and their implications, and a good picture of the process's mechanics. Agile is such a huge shift, you can't really get much more in two days.

What you didn't learn — because that was generic training — was how to put these methods to work in your environment. And really, how could they teach you that? Your environment is special, and every project and team within it even more unique. You didn't learn how to:

• Select the best project to start with


• Select the project community — delivery team, product owner and other customers, ScrumMaster or Agile PM — and how to help them play together well


• Identify the most valuable activities to focus on during the first few weeks, and defer the rest — because you don't build Rome in a day, or even two months


• Cooperate with management for best results


• Manage the 10 biggest risks that would lead you to say, two months from now, "yeah, we tried Agile, it didn't work for us."


• Sell Agile to management, business and your peers so they truly assist and support the effort, instead of just not interfering with it


• Spot trouble before it escalates

“Gil helped me develop a roadmap for moving our organization toward Agile. He worked with me one on one to understand the current level of support there was for Agile, and together we developed a list of Agile stories for the transition. This assistance was instrumental in our Agile deployment, which eventually extended to over 400 people. I appreciate Gil's interpersonal style and particularly his ability to work as an effective personal coach.” Bob Fischer Vice President, Fidelity Investments (a Cutter Consortium/Industrial Logic client)

“I have worked with Johanna over the past 10 years on a wide array of projects and I have been impressed with each and every project she has worked on for me! Her recommendations are insightful and actionable. She is a very reasonable person and considers constraints when giving business advice.” Bob Herdoiza CEO, Cebos

See, The Thing Is...

What they teach you in training is vital: The skills you need to apply on most Agile projects. You have to know how to run the nested cycles, understand roles and responsibilities, conduct effective reflection, etc.

However, installing Agile is something you probably wouldn't do more than once or twice. Unless you're an Agile coach or consultant, once you successfully finish the first one or two Agile projects:

• Most of the big risks will be behind you
• Much of the pain of change and growth will be behind you
• Later projects will implement a process that's similar to the one you've already tuned
• You'll have enough people to seed the next project teams

The riskiest period is the 3-6 months surrounding the official adoption of Agile.

It's risky for your organization if its investment in the transition is not proportional to the risk and value.

It's risky for your team if it's not ready for the challenge. Remember, they will be in the spotlight.

It's risky for you.

“Johanna did a wonderful job at a recent ITMPI webinar. Must be tough without a live audience, but she is the best of the few I have heard. A truly professional presentation. I must also admit that I much prefer to see her live at a SPIN or PMI event. If you want your money's worth (and these are all nearly free), ask a question. She always has something interesting and relevant to say.” Dick Healy, Healy Associates commenting on one of Johanna's webinars in 2008

“Of all the presenters so far, you've been the most realistic.” Bill O. commenting on Gil's "Secrets of High-Performance Agile Implementations" at SD Best Practices, Boston, 2008

Installing Agile involves specific skills, observations, trade-offs, communication, and mindset. So far, nobody has offered that kind of training because it's too specialized. This is the realm of paid consultants, but your company hasn't lined up that kind of expert help. So how could you learn it?

  → Go to conferences and attend all the sessions on Agile adoption?

  → Sort through 200+ practitioners' reports, looking for applicable nuggets?

  → Try it yourself, and when you have questions, post them on an online user group?

  → Sign up for consultants' newsletters and blogs and piece together their advice?

We've Seen Too Many Agile Titanics. We Want To Help You Prevent Yours.

That is our work. For years, clients have been inviting us to help them especially at this sensitive time: They want Agile, but realize they're missing crucial elements for putting it in place.

We've packaged up our best stuff on successful Agile adoption just for you. Spend two hours a week on the phone with us and in three weeks you'll learn it all.

Here's just a SAMPLING of what you'll discover when you dig into this system:

1. How to prevent PROJECT failure

This is just one of the three elements that can fail. Remember, Agile is no silver bullet; its success rates are considerably higher than those of predictive processes, but not all projects are destined to success. In this module you'll learn: How to select a project (and what you can do if one's already selected). What the proper business and technical capacity needs to be, and how to secure it. What everybody must be trained in (and no, the CSM course didn't cover all of it). The stuff you really, really must do at the beginning — and how much effort you should dedicate to it — and what you can put off and for how long. How an Agile project can be run very efficiently and still be shut down by management Doing Agile in a hostile environment ... and more!   “Gil worked with us at a critical time for the company and with his coaching we managed to release a working product on time.” Yehoram Shenhar Team Leader at Destinator Technologies (an Industrial Logic client) “I brought Johanna in to do an assessment. She took a broad sweep through the organization, and quickly surmised the critical issues. She provided a couple of options that would fit into our culture and remedy the issues without disturbing the work of on-going projects and delivered all of the information in a clear and concise actionable report. During the engagement with Johanna, she built instant credibility with the senior management team under the direction of the CIO and gained immediate acceptance of the plan for us to move forward. She did not assert her opinion but let us come to the conclusion based on the facts that she collected. When we struggled with decisions, she gave us options of how to come to a decision. When we didn’t have enough information about a particular methodology, she explained aspects of it enough so we could continue on with our decision making process. She is no nonsense, direct and factual based consultant. She can speak on the most technical of level as well as a business level. She understands all the disciplines within the software development lifecycle and has been a practitioner of most of them. I will tell you what I was told--if you have a project that needs help, at whatever level be it team, corporate, program, call Johanna and than consider it done. I wish I had heard about her 14 years ago when I started doing such things back in the mid 90's! Marjie Carmen Director, Health Dialog

2. How to prevent PROCESS failure

The second element that can fail is the process itself. In this module you'll learn: What aspects of the process you should customize How early you can start doing that What to do when some things just don't seem to work (e.g. stories or the standup meeting) Early warning signals and anti-patterns (e.g. "my part's done") When the team's implemented something different from accepted practice, which battles you should pick ... and more!   “I was asked to be the ScrumMaster and have worked closely with Gil throughout the transition. He has been a great teacher and a pleasure to work with. I particularly like that he is aware of the BOK and can draw my attention to what 'the rules' say for any given situation but that he is not dogmatic.” Dan Snyder ScrumMaster at Canada Pension Plan Investment Board "As a software development process consulting service provider Johanna is indispensable. She brings with her vast practical experience, solid theoretical background, widest possible network of personal connections with world-leading experts, sharp obesrvation skills, ability to work in complex multi-cultural environments, and strict professional ethics code.” Asher Sterkin Principal Engineer, NDS

3. How to prevent TEAM failure

The third element that can fail is the team. In this module you'll learn: Getting the right people on the team — and the wrong people off the team Setting working agreements that actually work Dealing with difficult people Dealing with resistance Acceptable ranges of behavior Helping folks through the tough times (like when a person goes home in tears after her first day of pair programming with a valued colleague)   “I've come to know Johanna well: we meet regularly at annual Amplifying Your Effectiveness meetings, I've read her books and read her blog, and she's advised me extensively as CEO of ChoiceMaker Technologies. Johanna is a uniquely perceptive student and analyst of the social and management processes that surround teams of software developers. She pays careful attention to both the individual experiences and concerns of the participants in these processes (programmers, testers, managers, and other players) and the collective experiences of these people as collaborating – and, sometimes, non-cooperating – teams. She artfully combines these two perspectives to create wise and practical management guidance. As a consultant, Johanna has always provided helpful, high-value advice. In my experience, she knows to first carefully learn about and understand a challenging situation before offering advice. Following that, she has concisely reduced situations we've faced to their most salient characteristics, and then smartly left the final decision to me.” Arthur Goldberg CEO, Choicemaker Technologies “Gil brought a unique blend of team coaching and technical skills to our organization, and helped our team to understand the interpersonal, process and technical capabilities that are necessary to best leverage Agile methods. Gil is an empathetic individual who is adept at coaching to achieve positive individual behaviors and team dynamics.” Chris Hawman Director, Information Services at Canada Pension Plan Investment Board

4. Troubleshooting your Agile approach

Read a few blogs, postings and experience reports and you'll get the impression that even with a couple of struggles, most people seem to get Agile working just fine. We bet that 3-4 weeks from the start you'll start thinking, "how come it seems to work so well for other people, but not for me?" We will lift the veil off this little dirty secret of the industry: Others don't have it as well as they say... In other words, you're not stupid or incompetent. Getting Agile right is hard. In this module you'll: Recognize some "accepted truths" about Agile, which we'll dispel as myths and misconceptions... Look closely at anti-patterns you might be employing, and learn how to resolve them Clarify your expectations from your Agile implementation Identify factors in your environment that might be limiting your success Gain tools for understanding your situation and uncovering what's really going on   “Practical and usable in our "very far from perfect" world.” “Great class! Johanna's guidance through this whole training was very helpful but not dominating.” Participants from Johanna's Agile workshops Project Manager and Technical Lead, large pharmaceutical company

5. Move Beyond Ho-Hum Team-Level Adoption

Chances are yours isn't the only project/team to go Agile: Others will follow. You'll find it's probably not that difficult to get the developers and testers on your pilot project to use Agile methods, but if you're like most, Agile's success stops there. The customers "still have their day job" and management "doesn't care what you do as long as you deliver". Both business and management might be skeptical about the benefits of the new methodology, and are likely seeing it as slapdash, non-committal and a hindrance ("you mean it's gonna be a WHOLE DAY of meetings every TWO WEEKS?!") We'll show you how to help business and management truly absorb Agile's benefits and play by its rules. In this module you'll learn how to: Communicate with business owners using their language and values Report status that has your management take notice and provide real assistance Convey risks and needs in ways that result in better responses than "don't bring me problems, bring me solutions" Help take Agile to the next level   “Johanna consulted with my development group, and we used most of her proposals, such as implementation by small chunks, vertical development, serious improvements in build system (making it almost daily build), continuous integration. We reduced the iteration cycle gradually from 2-3 months to 3-5 weeks, which is not trivial in our hardware/software/embedded system environment. Johanna helped us to improve the time estimations and create the projects dashboards. Many of these practices were highly appreciated by our customers, improving the trust and providing better picture of development / testing status of the project.” Nataly Sakin Director, NDS “We already had some earlier training and experience with agile, but Gil's deep knowledge and enthusiasm really took our team to the next level with XP and test-driven development.” Steve Kotsopoulos Development and QA Manager at HP (an Industrial Logic client)

By now you're probably wondering, "Johanna, Gil, just how exactly will you teach me how to..."

• ensure that the project doesn't flop


• get the right people in place as a true Agile team


• avoid "customizing" the process to Waterfall in Agile's clothing


• focus my efforts on what matters


• get business and management to play by the new rules

... so that we can really transition to Agile without undue risk?

Here's how: We have designed a course for your exact situation (and we know what it is because you've read this far!)

We're going to hold your hand all the way through this one:

... It's not like a book you buy all excited and then it collects dust on a shelf.

... It's not an article you pore over.

... It's not on-site training you need to dedicate several days and a big budget for.

Here are the specifics of what we'll do together:

1) Live Teleseries Training

First, you'll join us for 6 scheduled live training calls where we will walk you step-by-step through each of the elements outlined above. To make sure you are crystal clear on what we teach, about 1/4 of each call will be completely devoted to your specific questions about using our ideas in your environment. No stone will be left unturned!

You can ask questions like:

• What if my product owner is only around 25% of the time, but someone else in his group can help?

• What if we have millions of lines of legacy code and zero test automation?

• We want to do Scrum with XP — when should we start with the engineering practices?

2) Exclusive Online Community

While that's happening, you will participate with Johanna, Gil and all the other folks in this course in our Exclusive Online Community.

You will not be going at this alone! Our scheduled calls will keep you on track and our Online Community will give you the camaraderie, networking and sounding board you need to keep moving forward confidently. Also in the forum, you'll be able to:

• Post questions for us and for other active participants

• Exchange stories and discoveries

• Ask for and offer advice on what works and doesn't

3) MP3 Playbacks and Transcripts for your Agile Library

• Download MP3 recording of each call, in case you miss one or want to listen again later.

• Download transcripts of all the calls so you can refer back to the material as you implement Agile safely in your team or department.

4) MP3 and Transcript from the free call, "3 Critical Factors For Preventing Your Agile Titanic"

You might have been on that call, which we held recently. If you weren't, here's your chance to study that material too, because we won't repeat it here.

You will not receive anything that ends up in a landfill. It's all electronic: you'll download it easily to your computer or media player. Unlike other training opportunities, we won't put this stuff on some fancy CD or print reams of paper to put in a binder that collects dust.

“Even after almost a year our developers continue to make reference to various things Gil had said during the training, which I think is an excellent tribute to his effectiveness. His experience enabled him to handle any question we had, and he was able to quickly show us how to apply many of the training topics...” David Day Manager, American Modern Insurance Group (an Industrial Logic client)

“Johanna has a way of connecting with people that makes training enjoyable that otherwise could be painful.” Ken Flowers Director of Software Development, Mercury Computer Systems

Sounds good? That's not all:

We reward decisive action!

Even though you can take your time to think about this, and check with your manager, we believe you should be able to know when you could use guidance like this and take it now.

1: If you're among the first 10 people to take action for your team

You will also receive a 30-minute free phone consultation with Gil or Johanna — your choice — on anything to do with Agile, software development, management, teamwork or communication. And we'll schedule it anytime in the first half of 2010, so you can optimize the value you receive from it.

Just so you know, this is a rare opportunity. You can hardly ever get any consultant for less than a day. We will not waste your time trying to sell you bigger services; we will use these 30 minutes to help you solve real problems.

2: The first 200 of you that step up and sign up to Prevent Your Agile Titanic will be invited to a bonus call: "The Human Side Of Your Team".

On this call we will share:

• The personality, competenecies and behaviors you want to have on an Agile team
• ... and those you don't!
• Hiring for an Agile team
• Little-known mental factors, filters and patterns that affect people's motivation, communication and behavior

To recap, here's what you'll get from our
"Prevent Your Agile Titanic"

• Our best techniques, processes and approaches for minimal-pain, minimal-risk Agile adoption taught over 6 live 1-hour teleclasses
• Participate live, ask us questions, and immediately start putting into practice what you learn
• An interactive forum where you can post your questions to us and your network of peers
• MP3 recordings of each teleclass, in case you need to miss one
• Transcripts of all the calls for your easy reference later

Plus, if you are one of the first 10 people to take decisive action, you will also receive:

• A 30-minute free phone consultation with Johanna or Gil

Plus, if you are one of the first 200 people to rely on us, you will also receive:

• A 1-hour call with us on the people side of Agile: personality, behaviors, hiring, motivation, and communication.

At this point you might be wondering...

"they probably want a pretty penny for something like this. My management would never expense this."

Here it is plain and simple. The main point of this course is to help you prevent disaster. How much would your management pay to prevent disaster? We can't know, but we think it should be a lot. (The second point is to improve team performance — how much is that worth?)

However, we know it's sometimes hard to get approval for getting this kind of training — even though it doesn't involve taking several days off for training, paying a consultant/trainer to fly in, etc. We want to make it easy for you to just go ahead and purchase. So we can't just tell you: "It will be $2,500". (Which is pretty much the lowest you'd pay to get one of us in for a comparable period of time.)

Your investment in this training is US $1,197.

We're not going to compare it to 20 Agile Planning books or 25 team pizza lunches. We're sure you're already doing your math and you can see that if it helps you retain even your least paid developer, you'll have saved five figures. And that even in the worst case, if it merely saved you two hours of a pointless team meeting, it's paid for itself in terms of labor costs.

Are you ready to protect your Agile transition?

Click here to reserve your space.

Our Real World Guarantee

We're confident that when you join the Prevent Your Agile Titanic teleseries, you're going to attend your first class and be thrilled. We also know that if you follow our advice and use our tools, you will see results within days.

To back that up, we'll give you until the end of the third class to live with the work and REALLY decide if it's for you. If you decide it's not for you, let us know before the fourth class begins and get a full refund. No questions asked.

Ready to go or do you have a few more questions?

It's important to us that you feel completely comfortable before moving forward. Here are some questions we're often asked and the answers we give.

Q: We're highly-paid competent professionals. Can't we manage just fine?

A (Gil): The Agile principles make perfect sense, but somehow getting their supporting practices to work is very hard. For years, I wrote automated tests after the fact because "test-first" just sounded idiotic. I wish I'd had someone around to help me past this particular opinion, because my team wasted a lot of time working this way.

Q: Are 6 calls all you need to help us avert all the serious risks you noted? The problem sounds bigger.

A: Our biggest concern with Agile failures is that adopters simply don't know what to beware. Our next biggest problem is that their perception of Agile methods is often skewed. Much of the value of this course is in pointing out important dangers and straightening perception. We've done it enough to know the patterns.

3. Won't you just tell me to follow Scrum/XP/FDD/DSDM by the book?

A: No! One thing we both share is a distinct aversion to dogma; another trait is pragmatism. You'll do what's right for you; we'll help you understand how you can stretch or modify the process without hurting yourself, or falling back on old habits.

4. What's with this telephone training? I don't know that I can concentrate enough.

A: You will have a similar experience to an instructor-led course or a conference tutorial, although you will have to turn off distractions, like your cell phone, email and browser. We will be following study guides in our calls to help you stay engaged, take notes, and review your learning later on.

5. Can some of my team members also join the teleclasses with you?

A: Naturally, we expect you to implement what you learn in your team. If other people (from your team or organization) are interested in studying with us, they are requested to kindly buy their own license, and thus gain access to the calls, the recordings and the forum.

Are you ready to get started? We're starting soon so reserve your space TODAY.

Still on the fence?

Ask us any question that's on your mind about this course. We want you to make a decision that is right for you:

The course is starting on February 8: Are you ready to commit to success? Reserve your space today.

To your success,

Johanna & Gil

P.S. We'd love to teach you this stuff if you're ready for it. If you choose to pass, that's absolutely fine. But for your own sake, make a decision before you jump off this page. Don't say "I'll think about it", "I'll put it on my To Do list", or "I still have time to register". You're in the right state of mind now to make a decision. So YES or NO, trust that and move forward. If YES, reserve your spot to secure our assistance and guidance.

P.P.S. Remember, this course comes with a guarantee: You get to listen to half of it and participate in the online community before deciding whether it's helping you or not. So you shouldn't have to wonder if this stuff really works.

One more thing. For technology companies, this kind of investment is dirt cheap. If you have doubts whether yours would authorize the purchase, just point your manager to this page (http://www.preventyouragiletitanic.com/) and express your need. And if you learn that they won't spend even three figures on securing their Agile transition, there's your number one risk. Run!

Legal Disclaimer: Every effort has been made to accurately represent our course and its potential. The testimonials and examples used are from previous clients relying on our service, not on this particular packaging of it. There is no guarantee that anyone will achieve the same or similar results. Your organization's, team's and individual success depends on your situation, context, motivation, dedication and actual use of the material.

Rothman Consulting Group, Inc. 38 Bonad Rd. Arlington, MA 02476 USA E-mail: jr at jrothman dot com

3P Vantage, Inc. 545 Douglas Ave. Toronto, ON M5M 1H7 Canada E-mail: pyat_info at 3PVantage.com

© 2010 Rothman Consulting Group, Inc. and 3P Vantage, Inc.