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1、presentation methodologyThere are three steps to making an IBM presentation:(1) plan itPla n It offers advice on orga nizing your message, sharpe ning your focus on what you want to say, and arra nging it in a manner that audie nces can follow.(2) prepare itPrepare It is a resource for con struct in

2、g graphic support materials in Freela nce Graphics (PowerPoint is also supported). You will find instructions on how to in clude eleme nts such as text, charts and graphs in a style that will be con siste nt to all our audie nces - an IBM look, i n much the same way that our advertis ing and marketi

3、 ng materials have a disti net appeara nce.(3) present itPresent It offers tips on how to deliver what youve prepared effectively to an audie nce. Prese ntati ons are not about show ing a series of slides; they are about you, communicating a message, with visual elements in a supporting role.present

4、ation centra(1)plan iWhere to beg inIn her book Secrets of PowerPresentations , Micki Holliday suggests answering the following questions as a first start to organizing your presentation:Heres what you do first: Stop. Take some time. As Thomas Wats on Sr. used to advise, famously: Thi nk. What does

5、the audience need to know?. What does the audience want to know?. What are the possible benefits of a successful meeting for this audience? (Whats in it for me?) What questions might the audience have?You are about to mount an argume nt. What do you n eed? Dont succumb to the temptati on of collect

6、ing every appare ntly releva nt item into a jumble and then trying to reshuffle them into a cohere nt order. (Jim has a nice chart on this, and Lisa has some good market data, Ill get those.) Thats the flawed tech ni que behi nd many of the more overblow n, leade n prese ntati ons youve ever dozed t

7、hrough. Thats work ing backwards. In stead, start with nothing. and work forward.Ask yourself this: What is my point? Every presentation is an attempt to communicate someth in g. It may be a complex topic, with lots of support ing data, but fun dame ntally there will always be someth ing simple you

8、want to say. It might be IBM un dersta nds your bus in ess, or This tech no logy is the best for our requireme nts or We n eed more time to do this job right.Figure out what youre trying to communicate, in its simplest, clearest, most concise form.Write it down, in one sentence. Does it make sense?

9、Does it really cut to the heart of what you n eed to con vey? If no t, rewrite it.If you only could deliver this one sentence to your audienee, with no charts or any supporting information, would this be the one youd choose?Composing this basic sentence might take two minutes, or it might take an ho

10、ur. It does nt really matter which. Just get it right. Without a clear point of view, you are n avigat ing without directi on.Get it wrong, and youll struggle the rest of the way.Get it right, and the pieces will begin falling naturally into place behind it.Build your case OK, youre clear about the

11、point you n eed to con vey. But its safe to assume that your audie nce is not prepared to accept your message on faith. After all, if every one in the room already knew what you wan ted to tell them, and agreed with it, there would be no point whatever to your sta nding up and talk ing.The purpose o

12、f your talk is to move your audie nce to your point of view. So you will have to build your case. You n eed to orga nize your argume nt.Make a rough flow chart of the information you are going to present. Just sketch it out on paper - this isnt going to be a chart youll show, and youll probably have

13、 to revise it a few times any way.The orga nizing pri nciple behi nd this is a pyramid: each stateme nt you make will have one, or more likely several, supporting pieces of information under it. As you build your presentation in this outline form, a pyramid will form, with your basic statement at th

14、e top and everythi ng else arrayed ben eath it. Dont worry yet about the order in which youll actually prese nt each item. Just get them all dow n on paper to look at.The Pyramid Principle book listed in our recommended reading list is devoted to this method of orga ni zati on, and its a useful reso

15、urce. But the basic idea is really com mon sen se, merely a way of lay ing out your in formati on so you can arrange an d, later on, prese nt it logically.Lets take a look at a hypothetical presentation and how you might organize its various eleme nts, using this tech ni que.From the top dow nLets a

16、ssume your basic point is: IBMs solution is your best option, because its comb in ati on of products and services is in tegrated and flexible, and because we un dersta nd your bus in ess challe nges.Now, put yourself i n your audie nees positi on. They want to know why they should believe this. They

17、 expect proof.You have, lets assume, four reas ons. First, IBM products work together. Secon d, IBM offers the flexibility of open systems. Third, IBM services tie everything together. Fourth, IBM has experience in the customers industry.This is the heart and framework of your pitch. Lay it out grap

18、hically.IBMfi 0lufi0ri M your best option；bsccusc its cctnbing-hpr pf prccutsand services is integrated andflexible, ans bc-duse vm? understaridy(?ur business chllarts.IBMHieflexibili+v of Qp誉n sys-terfliISM pradusts wcrk +oget+ier启E has Exper -enc& in yourirlduSiTvYou now see that youre going to op

19、e n by stat ing your main point, and youre going to proceed through your presentation by offering facts and data in these four areas. Dont worry yet about which will come first.Take each of your support ing argume nts and do the same aga in. Build ano ther pyramid un der each of the four. Un der pro

20、ducts work together you might have in formati on about each of the elements in the solution: servers, middleware, storage. You might want to talk about in ter-divisio nal efforts in IBM to in tegrate tech no logies across our product lin es. It would look someth ing like this:iBr*II and I flexibleIB

21、M products j 1 IBM offers work together t I flexibilHy cr1 sys+e1 *- 1JI Crcss-Praduc +1StorageIn+egnq+ion ISome people find it helpful to use a pyramid on its side, with the topic in the left-most box, and building the pyramid out to the right, instead of below it. If you use this method, youll not

22、ice that the pyramid more closely resembles a classic outline structure. Unlike an outline, however, the relative equality of the boxes make it much easier to restructure and re-order your presentation and establish new relationships to item without altering the entire organization, as often occurs

23、when creating an outline.For this example, we dont n eed to bother creati ng all the pyramids that build dow nward, but you will want to do this for your en tire prese ntati on.Organize all the information that you might want to include. You will then have a pyramid that en compasses everyth ing you

24、 n eed to con vey.Now, play with it. Look at the big picture. See whats most importa nt. Take out thi ngs that, while you might thi nk theyre importa nt, just wont reson ate with or be un derstood by your audie nee. Move things arou nd. Add or delete, but keep the orga nizing structure in tact.Once

25、you have a pyramid that seems to represe nt your theme and the various points you n eed to get across, youre ready to start creating the materials you will actually show people: bullet poin ts, charts, graphs. In stead of orga nizing on-the-fly, youve organized first. Congratulations: you now have a

26、 clear picture - literally - of what in formatio n is releva nt to your prese ntati on, what points it supports, and where it should go.Un fortu nately, many people dont bother to beg in with this formal, structured approach.Although you have nt eve n created your first slide, the most critical (a n

27、d often botched) work in creating your presentation is complete.If this all seems too plodding, too restrictive and structured, dont worry: it isnt. By the time you have a presentation ready to show, the underlying organization will fade from view, leav ing beh ind merely a framework that helps your

28、 audie nee focus more easily on your message, and enhan ces your own mastery of the material, since you un dersta nd thoroughly how it all fits together.Now, lets take your graphical, pyramid outl ine and prepare a prese ntati on.isontation centralUkltorFiodictNsintIBM Presentation Central:Blue-and-

29、black: templale with imagePresentstion subtitle or sectional title informationWhere to beg inVisual eleme nts such as graphs, charts, and text can enhance your ability to commu ni cate, help ing your audie nee follow your message and quickly un dersta nd various types of in formatio n.Used thoughtfu

30、lly, they can be valuable tools.Used in discri min ately, or con structed poorly, however, they can actually detract from your message. They can clutter your prese ntati on and con fuse your audie nee.This template will facilitate the preparation of your presentation and will help to continue establ

31、ishi ng you as one of the best expressi ons of the IBM bra nd.* It reflects IBMs corporate desig n style, which also in flue nces our advertis ing and market ing materials. It is straightforward, clea n, and simple.* Its flexible en ough to accommodate a variety of uses. Some may use it with little

32、or no graphic elements, while others might need to convey far more complicated data.* Its simple to use. Although commu ni cati ons specialists and graphicdesigners have worked to create this template, anyone in IBM should be ableto use it without any special skills or software beyond what is alread

33、y available.Dont automatically assume you n eed to use prese ntati on software to make your prese ntati on!Some of the most effective sales jobs are done just by speak ing directly, sin cerely and informatively about the subject, without hiding behind charts. In Say It With Prese ntati ons, no ted p

34、rese ntati on desig ner Gene Zelaz ny gives three basic types of media you should con sider if you n eed visuals to help con vey your message:Lap visuals, so called because each member of the audie nee receives his or her own copy of the materials at the start of the meeti ng, if not before. Best fo

35、r small groups, their use can ope n up discussi on and help every one participate as equal part ners.The downside is that they may read ahead and start asking questions you would prefer to deal with later in the discussion. And you can also miss opportunities for eye con tact if every one is look in

36、g dow n readi ng.Easels or white boards. Great for in creas ing in teractivity among 15 or fewer people, since youre record ing the audie nees ideas as they come up. Down sides: Avoid spe nding all your time with your back to the audie nee; perhaps deputize a member of the meeti ng to help write dow

37、 n points so you can concen trate on their comme nts and reacti ons to you and each other.On-scree n prese ntati ons. While less pers on able tha n the other two methods, this is by far the most polished and suitable for large audie nces. Since this is also the medium with the greatest pitfalls, thi

38、s is the type of prese ntati on well be work ing on in this secti on.Title scree nBy using a standard title chart and following the style consistently, we will add a professi onal touch not only to our in dividual prese ntati ons but collectively to all of IBMs face-to-face commu ni cati ons.The tit

39、le slide is a straightforward eleme nt, and gen erally requires only that you in clude your n ame, IBM orga ni zati on, and speak ing topic in the places provided. However, the template allows for other elements that might be required, and its importa nt to follow the guideli nes if you will be usin

40、g these.More text (if you must)The template also provides a format for lon ger bloeks of text. You should use bloeks of text very spari ngly.Yes, once in a while there might be a lon ger passage that is releva nt, and valuable. For in sta nee, you might have a quote from an an alyst or eustomer that

41、 is particularly striki ng:make sure its worth your time, since you into a small read ingUriil4f Prequel MaTiESince vje outsourced our IT to /BMGlobaf Services, our costs a佗 cfowq proofs are up, /Ve been promoted to the board of directors, my fids r& getting higher grades 京 school and the weather ha

42、s been rrtuch better Th&nyou,A delighted Fortune 500 CIOIf you are going to make your audie nee read somethi ng, their time and effort. More important, make sure its worth dont have much available and youve just tur ned some of it assig nment.Dont overdo itBefore you begi n, keep in mind some key po

43、in ts:* Visuals are not your prese ntati on.You are the prese ntati on. Youraudie nee has not gathered for the purpose of readi ng your Freela nee (or PowerPo int) pages; they have come to hear you eommu ni eate. Use visualsto support your message.* Less is more. A graph that shows (for example) lev

44、els of eustomer spending on eertain teehnologies can reveal at a glanee trends in the market, but it rema ins your task to expla in that datas releva nee to your audie nee. A sin gle, well-e on strueted graphie, supported by your thoughtful expla nati on,is more effeetive than a series of eharts tha

45、t the audienee must deeipher.* Projeeted visuals have severe limits.They are eon stra ined by theresoluti on of a eomputer seree n, whieh is far lower tha n the pr in ted page.They are limited further by being projeeted onto a seree n that people must read from a distanee. For this reason, we want t

46、o keep visuals simple and bold. More eomplex graphies are better suited for inelusion in printed materials.Lets take a look at the main eleme nts of the IBM Prese ntati on Template that you might n eed to in elude. More possibilities and variati ons are available in theprese ntati on templates thems

47、elves. But un dersta nding which you n eed, and whe n, is the first step.Bullet-point textread ing takesYour audie nee is ready to liste n and to look, but they dont want to read long passages of text on a scree n. And you dont want them too, either their atte nti on away from what you are say ing.T

48、he most effective way to use text is with short phrases that can be read at a glanee.Prese nted this way, text can remi nd people of your key poin ts, or help them follow the progress of your prese ntati on. Heres an example of text poorly used:That isnt a bad-looking page, and it isnt too difficult

49、 to read. But it can be improved. This would be even better:The first example tries to prese nt your message. The sec ond example merely provides cues to the messages you are discuss in g. It en gages the audie nees time only for a mome nt, and dema nds that they liste n to what youre say ing as you

50、 expla in the poin ts.Of course, eve n whe n you reduce your message to a bullet-po int phrase, you can still defeat yourself by cramming too many onto a single page. Thats why you should limit any page of text to no more than five items (and even five is pushing it). Youll see that the template ref

51、lects this limit.This limit of five is not a matter of how much text will fit onto a page while remaining both legible and visually pleas ing, although these are importa nt con siderati ons. Rather, its a questi on of how much in formatio n some on e can easily retain at one time, especially while l

52、iste ning to you speak.But what if you have more than three or even five points to make about IBM servers? Perhaps you want to talk about the tech no logies that give our servers their price-performa nee edge, and cite some ben chmark studies as evide nee. You have more to say about management capab

53、ilities, too. It simply wont fit into five lines.No problem. If you examine your information, you are likely to find that it will arra nge itself i nto groups of details that support more gen eral poin ts. (If youd prepared your in formati on carefully, accord ing to the pyramid structure described

54、in the Plan It module, this should already be clear.) The solution is to create ano ther page which focuses in greater detail on one of your topics. In our curre nt example, you might progress to this:Here aga in, you are giv ing your audie nee a limited, man ageable amou nt of in formati on at any

55、one time. If you have ben ehmark data (in this example) that simply dema nds a graphic treatme nt, dont eram it onto this page uni ess its a very simple graphic. Make ano ther page, devoted to that.When youve fini shed with your in formatio n about priee-performa nee, return to your list and the see

56、 ond point. Your n ext page might list the key points about IBM servers adva need man ageme nt eapabilities, followed by one with more detail on Linux and ope n sta ndards.If those other topies dont have as mueh support ing detail, you might simply show your first page about IBM servers again, perha

57、ps with your next point highlighted:IBM eServersPrice-performance edge: 30%Anced= lower total costLi nux & ope n stand ads = flexibilityYou would the n proceed to discuss the adva need man ageme nt features. Your audie nee has a clear and quick visual cue that youre moving on to the sec ond point, a

58、long with a rem in der that a third one will follow.Its perfectly okay to repeat pages in this manner. Repeating pages can help your audie nee follow the prese ntati on, without requiri ng a lot of their atte nti on to do so. While its true that less is more on any sin gle page (and eve n for visuals in general) so long as your pages are brief and direct, repeating pages in order to highlight the progress of