Advanced Presentation Skills

Presented by

Waleed Abdallah

HR Manager

Objectives

• How to create an aim statement

• How to understand key facts about your

audience

• How to produce an outline scope

• How to draft your content

Presentation Types

1- Team Presentation

At New project beginning for orientation

purpose

To give progress report during the project

To inform your team of new working practice

or procedure

Presentation Types

2- Senior Management

To brief on current status of work at your dept.

When asked to make decision and make

recommendations by presenting relevant facts

in clear structured way

Presentation Types

• Other groups

External to the organization

Internal for those outside your reporting

structure

• Audience – Individuals have busy schedule – dislike too long presentations as time consuming – Use 30 seconds approach “attention Getter”

1- Plan your presentation

• Identify your aim

– Aim is not the Title it is the purpose

Primary Secondary

Objective

Your Aim

• Examples

Audience Aim

Your Team - Persuade them to work extra hours next week - Persuade them to accept new shift system - Persuade them to work on new computerized system

S.Mgt - Explain reasons for performance level - Make recommendation based on findings - Justify future budget

Groups - Persuade customers that prices is justified by features - Persuade prospects to shortlist us - Get support from other dept. Managers to support your

projects

Key Point

• First stage of planning process is to decide

your precise aim

• Aim represent what you want the presentation

to achieve. It is not the title of presentation

Supportive Emotive

Reflective Directive

2- Know your audience types

Audience Models

Audience Model

- Loyal

- Reliable

- Reliable

- Lively

- Sociable

- Impulsive

- Unstructured

- Serious

- Distant

- Precise

-Questioning

- Intense

– Determined

- Goal driven

Supportive Emotive

Reflective Directive

2- Know your audience

Personality Type Appropriate style of presentation

Supportive Use words that show you care about consequences, especially if change is likely

Emotive Describe issues in broad terms- give details in handout. Keep presentation short & to the point

Directive Keep to facts & describe issue or problem in terms of how it affect their working practices Cover your points or arguments in logical sequence

Reflective Ensure that you give plenty of details Give handouts t support your argument Anticipate and prepare your answers to questions and objections

• Audience profile has limited use in real world because audience are never just one type as human personality is very complex to understand.

• Presentation aim : ERP project support

Your team

Needs To

Know

Impact & changes in operational and procedures (Impact on day- day work

Senior Management Savings & Efficiency gained (ROI)

Other groups New benefit they will have

Key points

• Take in consideration your audience and existing knowledge level, level of interest

• Audience profile is important but you also need to use common sense and experience

• Decide on the things that you want people to remember from your presentation

• If your presentation is a part of larger event you need to know what the content of other presenters to avoid mismatch or replication

3- presentation scope

• Scope outline

– Subjects you want to cover to reach your aim

• Scope Type

– Broad scope with less details

– Narrow scope allowing for greater details

Good Start

Good Ending

Close Together

How to develop a scope

• Presentation content mind map

Presentation Aim

Item 1

Item 2

Item 1

Item 1

Item 1

link

link

link li

nk

link li

nk

link li

nk

link li

nk

Example of mind maps

Key issue effecting our

customers Service Delivery

Wait to

long

Network

Budget

Key points

• Using your presentation aim and time allocated

will help you decide

– Do you need narrow scope or broad scope

• Mind maps can quickly and easily help you

make association as you bringing group topics

together without implying a hierarchy.

Before Making a Team Presentation?

Senior Management

• Preparing for a Senior Management

Presentation

–Understand the purpose of the meeting

–Working with your boss

–What to prepare

–How to rehearse

–It’s Showtime

Senior Management

• The senior manager may not have all of the background on your project

–Limit how much background you need to supply in order to tell your story.

- Your area of concern may only be a tiny part of the senior manager’s scope;

–Keep it brief and use simple, declarative sentences

–Pause from time to time to allow questions and interruptions —that will help to maintain attendees’ attention.

Senior Management

- Make sure that you have all of your facts; that project plans, timelines, budgets, risk matrices and other working documents are up to date;–Plan to provide status for all major project deliverables, and dates when they will be complete.

–Be Transparent about project timeline slips, the reasons for those slips, and your mitigation plans for getting them back on track. It is better to be a project manager wrestling with a difficult situation openly, than to present a rosy scenario and have it blow back on you later

–Make sure that you are aware of any recent changes in your organization that may affect your project, and that you are prepared to address those changes either in your presentation, or during Q & A, if asked

• Working with your boss

• Find out:

–The stated reason for the presentation

–What advice your boss has about how to present to the senior manager

- Are there any topics that you should defer to him or her?

–If, for example, you are in an IT department and your client is in a business department, you should discuss with your boss whether your client should attend; or at least, should be informed that this presentation will be taking place.

–You may wish to capture any comments that your client would like you to pass along in this presentation: their satisfaction, concerns, areas in which they would like the senior manager to help. Sometimes, they can provide talking points that are better coming from them than from you.

Senior Management

Senior management

• What to prepare • Background on the project; why it is necessary from a business context: who

requested it, business value, funding source • Important topics to address • Project objectives • Project methods • Project risks and issues, and mitigation strategy • High-level view of your project plan(see Appendix) • Project budget: estimated and actuals by month, and variances footnotes with

reasons for variances • Time to completion —on track, delayed? • Changes in resources? • Risk register, including mitigations • Current status of client relationships/satisfaction • •Bring a set of project deliverables (e.g., Project Charter) as “leave-behinds”