building successful project teams, inside and out ipma professional development seminar june 25,...
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Building Successful Project Teams, Inside and Out
IPMA Professional Development Seminar
June 25, 2003
D Y E M A N A G E M E N T G R O U P , I N C . 2
Seminar Agenda
Teams and what makesthem successful for IT projects
Behaviors that make teams work
Structuring conversationsfor effective team functioning
Internal and external forces on teams
Developing partnerships between projectteams and decision makers
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Seminar Presenters
Bill Dye, PresidentDye Management Group, Inc.
Diane Vasarkovy, Owner/ConsultantWolf Consulting
Tom Crawford, Senior IT ConsultantDye Management Group, Inc.
Building Successful Project Teams, Inside and Out
Session I:
Teams and What Makes Them Successful
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In Your Experience…
What is a team?
What makes teams successful?
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Why Projects Succeed
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Why Projects Fail
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Team Success Factors
Strong Executive Sponsorship
Commitment from topagency management
Advocate for project
Marshal resources
StrongExecutive
SponsorshipStrong
GovernanceStructure
EffectiveProject
Management
ChangeManagement
AchievableScope,
Schedule,Budget
TechnicalExpertise
QualityAssurance
ProvenTechnology
SuccessfulProject
D Y E M A N A G E M E N T G R O U P , I N C . 9
Team Success Factors
Strong Governance Structure Steering Committee oversight
and policy resolution
Management involvementand support
Internal stakeholderinvolvement and support
External stakeholderinvolvement
StrongExecutive
SponsorshipStrong
GovernanceStructure
EffectiveProject
Management
ChangeManagement
AchievableScope,
Schedule,Budget
TechnicalExpertise
QualityAssurance
ProvenTechnology
SuccessfulProject
D Y E M A N A G E M E N T G R O U P , I N C . 10
Team Success Factors
Effective Project Management
Experienced, trained
Interpersonal,organizational skills
Technical skills
StrongExecutive
SponsorshipStrong
GovernanceStructure
EffectiveProject
Management
ChangeManagement
AchievableScope,
Schedule,Budget
TechnicalExpertise
QualityAssurance
ProvenTechnology
SuccessfulProject
D Y E M A N A G E M E N T G R O U P , I N C . 11
StrongExecutive
SponsorshipStrong
GovernanceStructure
EffectiveProject
Management
ChangeManagement
AchievableScope,
Schedule,Budget
TechnicalExpertise
QualityAssurance
ProvenTechnology
SuccessfulProject
Team Success Factors
Change Management
Change Managementprogram
Structured userinvolvement
DIANE VASARKOVY • WOLF CONSULTING
Building Successful Project Teams, Inside and Out
Session II:
Behavior: The Way Teams Work
D Y E M A N A G E M E N T G R O U P , I N C . 13DIANE VASARKOVY • WOLF CONSULTING
People: The Critical Technology
Structure + Process + PEOPLE = Project
People are expen$ive
People = Behavior
So why is there so little discussion of behavior?
D Y E M A N A G E M E N T G R O U P , I N C . 14DIANE VASARKOVY • WOLF CONSULTING
People ARE the Team
Working towards common goal
Common rules of the game
Clear roles
Cooperative/collaborative
Clear Communication
Extended team
D Y E M A N A G E M E N T G R O U P , I N C . 15DIANE VASARKOVY • WOLF CONSULTING
People Are Their Behavior
It’s hard to talk about.
IT literature doesn’t talk about it.
Management literature “Make the soft stuff hard…”
“Leadership is an emotional craft…”
“Emotional intelligence: the new yardstick”
D Y E M A N A G E M E N T G R O U P , I N C . 16DIANE VASARKOVY • WOLF CONSULTING
Leadership Behavior
How should leaders “be”?
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Leadership Behavior
Be CURIOUS
Be PRESENT
Be RESPECTFUL
Be COURAGEOUS
Be TENACIOUS
Be SKEPTICAL
Be ACCOUNTABLE
D Y E M A N A G E M E N T G R O U P , I N C . 18DIANE VASARKOVY • WOLF CONSULTING
Leadership Behavior
Honor commitments.
Avoid avoidance.
Test for understanding.
Set clear expectations.
1-2-3 trust.
D Y E M A N A G E M E N T G R O U P , I N C . 19DIANE VASARKOVY • WOLF CONSULTING
Team Member Behavior
How should team members “be”?
D Y E M A N A G E M E N T G R O U P , I N C . 20DIANE VASARKOVY • WOLF CONSULTING
Team Member Behavior
Be CURIOUS
Be PRESENT
Be RESPECTFUL
Be COURAGEOUS
Be TENACIOUS
Be SKEPTICAL
Be ACCOUNTABLE
Honor commitments
Call for help
Negotiate boundaries
Talk about behavior
Escalate together
Honor your role
Set up for success
D Y E M A N A G E M E N T G R O U P , I N C . 21DIANE VASARKOVY • WOLF CONSULTING
Talk About Behavior
A promissory architecture/partnership
Based on respect.
Valuing of diversity.
Acting in the present.
Exchanging expectations.
Talking about fighting before you fight.
D Y E M A N A G E M E N T G R O U P , I N C . 22DIANE VASARKOVY • WOLF CONSULTING
Test Behavior
Observe.
Discuss.
Try, then evaluate.
Debrief lessons learned.
D Y E M A N A G E M E N T G R O U P , I N C . 23DIANE VASARKOVY • WOLF CONSULTING
Don’t Fake Sincerity
ACT HABIT BE
Building Successful Project Teams, Inside and Out
Session III:
Some Principles for Team Functioning
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Session Purpose
Structuring communication for gettingwork done.
Developing project leadership.
Building customer partnerships.
Taking practical steps for improving project teamwork. Exercise
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Gaining Awareness
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People Are at theHeart of Every Project
Leaders and Managers
Customers
Stakeholders
Designers
Programmers
Testers
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Communication: What We Say
The state of things Needs
Feasibility
Capability
What is to be done? Requests for funding
Project proposals
Service level agreements
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Action
Success is based on making and fulfilling promises.
“Doing business” is fulfilling a customer’s need.
What does it take to provide real value? Expression of customer needs.
Commitment to success.
Collaboration in producing result.
Customer acceptance.
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Providing Value
Customer expectations
IT capabilities
Service commitments Service level agreements
Project delivery contracts
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The Structure of“Conversations for Action”
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An IT Project Example
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Leadership(“The Complete Leader”) (1 of 2)
Communicating the “value proposition” forthe project. Customer needs and motivation
Multiple customers
“Profound knowledge” + alternatives = innovation
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Leadership(“The Complete Leader”) (2 of 2)
Gaining Commitment From customers.
From delivery team members.
Holding the vision, providing direction.
Assessing results clearly and honestly.
Building toward the future.
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Building Customer Partnerships (1 of 2)
Agreement on roles Who is the Customer?
Who is the Performer?
Defining the problem
Planning and negotiation Schedule
Budget
Scope
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Building Customer Partnerships (2 of 2)
Producing results Managing scope
Designing implementation strategy
Requesting project changes
Evaluating the project at completion Operations
Products
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Coordination and Accountabilitywithin the Project
Projects get done through manyrequests and offers.
Each request or offer within theproject as its own “mini-project.”
Key to success: Executing andcoordinating each of these withinoverall project framework.
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What Can I Do? (1 of 5)
Roles: One customer and
one performer perrequest/offer.
Discuss expectationsof each other.
Identify mutual rewards Customer gets results.
Performer gets “paid.”
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Preparation: Help your customers
define their needs andpossible solutions.
Clearly state your needsand intended outcomesto your performers.
Anticipate problems.
What Can I Do? (2 of 5)
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What Can I Do? (3 of 5)
Negotiation: Spend the time to
work out projectscope, schedule, cost.
Get feedback andcommitment fromproposed staff.
Anticipate possibleproblems.
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What Can I Do? (4 of 5)
Performance: Get, and pay attention
to, progress reports fromyour performers.
Keep your customersin the loop. Established checkpoints
Expect change: Establishprocess for adjusting tonew conditions.
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What Can I Do? (5 of 5)
Acceptance: Give and receive honest
assessments of results.
Promise changes inapproach and behaviorin response to assessments.
Review current needs,discuss future needs. Possible basis for future
work together.
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EXERCISE: Making a Difference
Pair up with the person next to you.
Each of you interview the other person,using the form provided. Record yourresults on the form.
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Exercise Instructions
For a project you are involved in, identify: The project name Your role in the project A project activity you are responsible for. How you would improve that activity by changing
the way you handle one of the following: Preparing the request
Negotiating the agreement
Performing the activity
Accepting the results
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Summary
Communication as the key to project success
Conversations for action
Leadership
Collaboration with customers
Internal project coordination
Making a difference
Building Successful Project Teams, Inside and Out
Session IV:
Internal and ExternalForces and Challenges
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Internal Forces
Customers within your agency, other agencies
Project management
Team member capabilities, motivation, behavior
Tools and technologies available
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External Forces
Budget
Funding source
Oversight bodies (ISB, DIS)
Legislative needs/demands
Agency management needs
Vendor requirements and constraints
Building Successful Project Teams, Inside and Out
Session V: Panel Discussion
Developing Partnershipsbetween Decision Makersand Project Delivery Teams
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Panel Participants
Rep. Glenn Anderson State Legislature
Stuart McKee Director, DIS
Thomas Bynum Acting Deputy Director,
Employment Security Department
Allen Schmidt Project Manager, OFM
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Question for Allen Schmidt
When there are differences between what you think you as a project manager are committing to provide and what various users or customers or team members are expecting, how do you resolve these differences?
Please give a case example.
D Y E M A N A G E M E N T G R O U P , I N C . 52
Question for Eva Santos
What are the two or three most important conversations you have with your IT director, project managers and project teams during the course of a project?
Why are they key to the success of IT projects?
What makes these conversations successful?
Please give a case example.
D Y E M A N A G E M E N T G R O U P , I N C . 53
Question for Stuart McKee
In DIS’ oversight role on IT projects, what characteristics do you look for in a goodproject team?
Please comment specifically on the roles and relationship of the agency director, CIO, and project manager.
Please give an example of a good project team. (no names necessary)
D Y E M A N A G E M E N T G R O U P , I N C . 54
Question for Glenn Anderson
There are many different channels of communications going on simultaneouslyon major IT projects. What is the best wayfor the project team to obtain and sustain the confidence of the Legislature and ISB in anIT project?
How important are personal communications between stakeholders and team members?
Please give an example of a good approach.
Building Successful Project Teams, Inside and Out
IPMA Professional Development Seminar
Summary
D Y E M A N A G E M E N T G R O U P , I N C . 56
Topics Covered
Teams and what makesthem successful for IT projects
Behaviors that make teams work
Structuring conversationsfor effective team functioning
Internal and external forces on teams
Developing partnerships between projectteams and decision makers