Delta Plus Coaching, Inc. (DPCI) was established in 2005 and has been
serving industries for over 10 years.
The founder and owner, Paul Sundby M.S., PMP, has managed projects in construction,
agricultural and highly regulated industries such as nuclear, food, dairy, medical,
pharma, and government research laboratories. Before starting DPCI, Sundby has been a
Corporate Trainer in Project Management for GEA, An Engineering Manager/Project Manager
for Niro Inc., Tetra Pak, and Vadnais Technologies.
OUR MISSION STATEMENT
Coaching positive change within an
organization to encourage individual growth and to help create a healthy work
environment where everyone can see value in their contributions.
Filling Machines, Labelers, Conveying, Packaging Material, Case Packers, Palletizers, Robotics, Cheese, Butter and Meat Processing
Liquid and Powder Process Equipment, Canning Lines, Farm Equipment, Sportsman Equipment, Lawn and Garden Equipment
Liquid and Powder Process Equipment, Infant Formula,
Freeze Drying
Nuclear Power, Emergency Systems
Delta Plus Coaching, Inc. (DPCI) offers Project Management training
that is customized to your organization’s needs and culture. DPCI recognizes that the
level of Project Management structure established should not compromise the flexibility
that gives your organization its competitive edge; however, it should provide enough
structure to increase the efficiency of your limited resources.
DPCI is able to complement your Project Managers during the Planning Phase by facilitating the planning activities and creating a Project Plan. This service is especially important when multiple projects require planning and your resources are limited or you receive a project that requires a higher level of Project Management competence. Furthermore, DPCI can periodically review the project to ensure that the project is tracking according to the plan.
Project Recovery can save a project from total ruin by planning an alternative course
agreeable by all parties. DPCI provides the Project Management Leadership and non-biased
status required to determine the reality of the situation, facilitate the planning of an
alternative course, and coaching the transition of the new expectations.
Even the best run projects can have difficulties during commissioning and startup. Machine/line efficiencies can fall short of the expected goals due to equipment integration and un-reliable machine/line performance. DPCI provides facilitation of the Recovery Process as well as conducting root cause investigations to uncover key performance problems. DPCI is a neutral 3rd party to sort out the “fix-it” responsibilities between owner, equipment suppliers, and integrators. DPCI also provides Standard Operating Procedures (SOPs) that keep equipment running as expected across multiple shifts and operators.
Not all change in a business or organization results in growth, however, growth requires change. Initiating positive change that results in profitable growth is difficult and many organizations experience a regression back to the original way of doing work. DPCI will develop, plan, and execute internal organizational improvement projects to ensure that the desired changes are integrated into your organization’s culture.
DPCI is specialized in Factory Acceptance Testing (FAT) as well as Site Acceptance Testing (SAT) on automated equipment. Our goal is to help our customers identify equipment challenges at the supplier (factory) where Engineers that developed the equipment can resolve issues quickly. During equipment start-up and commissioning, DPCI is able to be the neutral third party to substantiate equipment performance according to contract specifications.
The best way to ensure that positive change is effective and permanently incorporated into the organization’s culture is to ‘coach the training’. In chemistry, a catalyst is a substance added to reactants to modify and increase the rate of a desired reaction. Coaching is the catalyst that is added to the reactants (the organization and the desired positive change) to encourage ownership, provide leadership, and achieve growth.
Each person has a preferred learning style: auditory, visual, and kinesthetic. It is important that training is not only lecture (auditory) but mixed with visuals and hands-on application of the skills taught. Learning is most effective when a participant applies the new skills directly on their own project with one-on-one coaching from the instructor.
Project Management is not a topic that only Project Managers need to be concerned with. Upper management, middle management, sales, engineering, procurement, manufacturing and the project team must all be aware of their respective roles in projects in order to establish a higher level of project management competence in an organization.
Off-site courses intended for a general audience can result in a daunting task of unpacking the newly learned information and applying it to one’s own organization. Busy schedules and resistance from co-workers can quickly dissolve any attempt to bring about a positive change and people quickly revert to their old ways. Positive change is better understood and accepted into an organization if it addresses the need, complements the culture, and has a coach leading the initiative.