A LARGE, MULTI-NATIONAL RETAIL CHAIN was able to reduce the duration of store development and opening projects by two weeks by re-sequencing the site approval activity. A typical week of sales revenue for client's stores was estimated at $1,000,000.

BY COMPRESSING THE PROJECT SCHEDULE, a product development team for a paper products manufacturer was able to introduce its product to the market four months earlier than originally estimated. Incremental profit was estimated at $4,000,000 per month.

PROJECT PLANNING SESSIONS FOR A MERGER of two multi-national companies clearly illustrated that five times the planned number of human resource teams were required to interview employees of the acquired organization in order to achieve contractual hiring deadlines.

SEVERAL PSI CLIENTS have used the Project Success Method^SM as a tool to determine when to abandon product development. Too often, organizations have no process to monitor the status of dynamic projects.

SUCCESSFUL CUT-OVER OF A MAJOR TECHNOLOGY PROJECT was the sole contractual requirement for the $1.1 billion sale of a client company in the financial services industry. Sixty days later, the same company was resold for $1.8 billion.

THE VICE PRESIDENT OF PROPERTIES & FACILITIES for a client company in the communications industry attributed Project Success Method training as the primary reason for doubling the number of projects completed and quadrupling the dollar volume compared to the previous year with no increase in staff.

TWO PROJECT MANAGERS WITH YEARS of construction experience for a client in the lodging industry stated they "always wondered about those charts and graphs hanging on the wall of the construction trailer" and after completing the Project Success Method training, "now we know".

USING THE PROJECT SUCCESS METHOD, an electric utility client was able to triple the number of projects completed in a typical summer repair outage.