Download - Focused performance
© Russell Martin & Associates www.russellmartin.com © Russell Martin & Associates www.russellmartin.com
Presented by
Lou Russell for Russell Martin & Associates (317) 475-9311 @nolecture [email protected] www.russellmartin.com
Focused Performance
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Agenda
WHY Are We Working on THIS?
DECIDE How to Spend Your Time
DEFINE The Projects
MANAGE Growth
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This workshop will guide and help the Operations Department Heads balance tactical and strategic work to drive results for McDonalds and for the owners by learning how to: Map the company strategy to the prioritization of projects and job processes. Prioritize the work to focus on what to complete each day. Differentiate between project management and job process work. Drive accountability through portfolios, eliminating redundant and repeated
work. Define the roles of the Project Manager, Project Sponsor, and other key
stakeholders on a project. Effectively sponsor a project through clear communication and governance. Create a Project Charter to ensure that all projects are driving clear value to
the business.
Learning Objectives
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WHY Are We Working on THIS?
• Start with the Business • Prioritize Strategic Initiatives • Prioritize Project Responsibility • Determine Key Accountabilities • Prioritize the Day • Measure What You Value
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Start with the Business
MISSION:
VALUES: 1 (High) to 10 (Low) The Priority IS The Priority SHOULD BE
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Start with the Business
We ignite, affirm and sustain learning in self and others.
VERBS: NOUNS:
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Start with the Business
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Start with the Business
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Strategic Initiatives
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Prioritize Strategic Initiatives
High Cost / Low Return High Cost / High Return
Low Cost / Low Return Low Cost / High Return
Cost
Return
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Prioritize Project Responsibility
Initiatives, Projects, Processes Needed
Project
Business Strategy
Project Manager
1Q 1Q
1Q
1Q
3Q
3Q
3Q
3Q
2Q
2Q
2Q
2Q
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Determine Key Accountabilities
Project Sponsor (max 5 hrs per week) Key Accountabilities • Provide governance on project management and other deliverables – final proof and approval. • Negotiate any changes in scope, time, budget or quality when needed. Project Manager (max 30 hrs per week) Key Accountabilities • Build an actionable, draft Project Charter by asking good questions and listening. • Work with Customer to build a Project Schedule (One Task, One Name, One Date) working back from their
committed delivery date, using that as a dashboard to keep the project moving forward. Will include issues resolution.
Project Coordinator (max 15 hrs per week) Key Accountabilities • Provide a second set of eyes and ears to gather requirements, anticipate risks and navigate politics so that
the three initiatives stay on track and are successful. • Provide a sense of urgency and continue to push to hit aggressive dates. • Work in the ‘shadows’ collaborating with PM on messaging and supporting her with documentation and
tracking work.
Your Top 3 Key Accountabilities for 2014
1. 2. 3.
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Key Accountabilities Example
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Measure What You Value
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Measure What You Value
Business Strategy
Measurement /
Dashboard
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DECIDE How to Spend Your Time
Clearing the Head Trash: List 5 things on your to-do list (that you aren’t doing right now):
1.
2.
3.
4.
5.
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Prioritize the Day
1. If you CANNOT finish it in less than four hours uninterrupted...
2. If you need anyone else’s help…
3. If it has been on your to-do list for more than one month…
4. If you are unsure how to measure DONE…
TERM DEFINITION
TASK (sometimes called ACTIVITY)
A unit of work, has a beginning and end
On your Daily To-Do List
PROJECT A collection of tasks, has a beginning and end
On a Project List
PROCESS A collection of tasks that repeat over and over (never end) with a dedicated staff
On your calendar
Daily Uninterrupted Time:
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DEFINE the Projects
Dare to Properly Manage Resources!
Define Plan Manage Review END START
1. Set Business Objectives
2. Establish Project Scope
3. Set Project Objectives
4. Mitigate Risks
5. Establish Constraints
6. Plan communications
7. Establish Governance Plan
1. Determine Milestones
2. Schedule Task Dependencies
3. Adjust for Resource Dependencies
4. Create budget
1. Control work in progress
2. Provide status and feedback
3. Leverage Governance
4. Resolve conflict
1. Close the project
2. Turn over deliverables
3. Hold Project Review
4. Celebrate accomplishments
initiate plan monitor/execute
close
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1. Describe the problems experienced on the project by entering on this line the emotion you felt: __________.
Rank the intensity of that emotion (1 = low, 10 = high): _____.
2. What factors contributed to your feelings about the problems?
3. Describe the successes experienced on the project by entering on
this line the emotion you felt: __________. Rank the intensity of that emotion (1 = low, 10 = high): _____.
4. What factors contributed to your feelings about the successes?
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The Lifecycle of a Project Enth
usi
asm
Time Adapted from Robert Lewis’ book Bare Bones Project Management
Unenlightened optimism
Dawning pessimism
Enlightened optimism
Pre-completion panic
Success!
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20 SG
Templates
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• Provides status reports to stakeholders ____ ____
• Assigns tasks to people ____ ____
• Determines the business objectives ____ ____
• Determines the project objectives ____ ____
• Recommends what to do when money, ____ ____
time or quality are threatened
• Decides what to do when money, ____ ____ time or quality are threatened
Project Sponsor
Project Manager
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Establish Scope
Stakeholder (role not person) Inputs: Information needed (GETS)
Outputs: Deliverables
(GIVES)
Project Sponsor
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What’s Not Right?
Crew Operations
Subject Matter Experts
E-Learning
Restaurant Shift
Managers
Operations Standards
Spanish Guide Budget a
nd
due d
ate
s
Fast and accurate orders
Operational content
Pro
ject
sta
tus Subject Matter
Experts
Project Sponsor
Final approval
Positive customer experience
Updates due to NABIT op changes
Draft guide
Draft guide
Draft review
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Document Risks
Overall Project Risk from YOUR TEAM’s Perspective
Average:
Size - How “big” is this project or
how long will it take relative to
others you have done?
Rated 1(small) - 10(large)
Structure - How stable are the requirements?
Rated 1(fixed) - 10(undefined)
Technology - How understood is the
technology and procedures?
Rated 1(old) - 10(new)
1 – 3 Wing this project 4 – 6 Do a quick project charter, high level project plan 7 – 8 + Block regular project management time 9 – 10 + Block frequent time, clear your schedule and plan NOW to cut the scope
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Risk > 5: Mitigation
Document Risks
Risk Factor Likelihood Impact Action: Proactive
Action: Reactive
Project sponsor gets transferred
L H Name backup to the PM
Install backup
Part-time resources not available when needed
M H Build schedule early
Outsource work
H = High
M = Medium
L = Low
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System Objectives
Develop Project Objectives
Your Promise to the Project Sponsor and Customer
Product/Service Objectives
Cost / Revenue Related Objectives
Learning / Performance
Related Objectives
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• Who will receive status reports and how? • How will you proactively build engagement for the results of the project (change messaging)?
Establish Communications Plan
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Establish Decision Making Plan
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Governance
• Who will have final approval of (which) deliverables? • Who will be able to change:
o Scope / Requirements o Budget o Timeline
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Transition to LIVE (a Project)!
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Create a Project Plan to determine:
Owner of Process
Training
Documentation
Testing
Cut Over
Ongoing Dashboard
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MANAGE Growth
Allows you to sort by date, task manager, or completed.
Project Task Project
Manager
Task
Owner
Due Comments Complete
VolDay Finalize
charity
Tai Lou 6/8/13 Email
results
VolDay Review with
Sponsor
Tai Lou 6/12/13 Needs
approvals
VolDay Establish
messaging
needed
Tai Jo 6/15/13
VolDay Invite
employees
Tai Maria 6/15/13
VolDay Finalize
Caterer
Tai Brittney 6/18/13
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Strengths, Opportunities and Team
BEHAVIOR and MOTIVATORS
• No Right or Wrong Profile
• No Good or Bad Profile
• Does not measure
- Intelligence
- Ethics
- Skill or ability
- Potential
BELIEVE IN YOURSELF
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Four Behavioral Dimensions
COMPLIANCE
Response to policies and procedures set by others
DOMINANCE
Approach to problems
STEADINESS
Pace of environment you prefer
INFLUENCE
Influencing others to your point of view
Tasks
Relationships
CAUTION SPEED
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Descriptors of Your Happy Place
Energy Line
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Dominance Influence Steadiness Compliance
Behavioral Dimension
How one solves problems, meets challenges and handles tasks
How one influences people
How one responds to the pace of their environment
How one responds to rules and procedures set by others
Descriptors Ambitious Forceful Decisive Direct Independent Challenging
Expressive Enthusiastic Friendly Demonstrative Talkative Stimulating
Methodical Systematic Reliable Steady Relaxed Modest
Analytical Contemplative Conservative Exacting Careful Deliberate
Characteristics Need to direct Challenge Desire to win Direct Communication Risk-taker
Need to interact Need to be liked Likes to be involved
Need to serve Loyal Patient, relaxed Long-term relationships Closure
Need for procedures Follows “the book” Strives for perfection Precise, attentive to
detail
Value on a team
Results-oriented Self-starter Forward looking Challenge-oriented Competitive Challenges status quo
Motivates others Creative problem solving Team player Sense of humor Negotiates conflict
Dependable team worker Great listener Patient and empathetic Logical thinker Will finish tasks started Loyal, long-term
relationships
Objective thinker Conscientious Maintains high standards Task-oriented Diplomatic Pays attention to details
DISC Behavioral Dimensions Summary
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Adapting Your Style
Adapting is choosing a different response because you want to meet the needs of a situation NOT pretending to be someone else all the time.
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Graphs
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Interacting with Other Styles
Choose to adapt temporarily rather than permanently pretend to be what you are not
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Adapting Your Style to Others D I S C
Looking for Results The “experience” & being liked Security & acceptance Information & accuracy
Dislikes Indecision Routine Insensitivity Unpredictability
Body Language Strong Handshake
Keep your distance
Direct eye contact
Sit next to
Smile, relax and have fun
Friendly eye contact
Relaxed, calm
Methodical, small gestures
Friendly eye contact
Sit across from
Firm posture
Direct eye contact
Seat Position Across from Next to To the right or left of desk/table Across from
Tone of Voice Direct
Fast Pace
Modulations
Fast pace and enthusiastic
Warm, soft, calm
Steady, slow pace
Controlled and direct
Slow pace, precise
Words/Content Challenge, Win
Results
Lead the field
Bottom line
Fun
I feel
Exciting
Picture this
Step-by-step
Guarantee or promise
Think about it. Take your time.
Here are the facts
The data show . . .
Proven
Take your time; No risk.
Communication
Do’s
Brief and to the point
Create idea ownership in them
Let them determine how to do it
Be optimistic
Show how actions involving people will create change
Enthusiastically approach new ideas
Allow time for thought
Prioritize actions and set deadlines
Allow for incremental change
Allow enough time to do the job right
Provide clear expectations and deadlines
Praise for doing job right
Communication
Don’ts
Talk with not action
Be chatty
Assume they heard what you said
Personal criticism
Not involving them
Being curt or cold
Pressure or rush the decision
Promise power or greater independence
“Just do it”
Say: “You were wrong.”
“I’ll know it when I see it” directions
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Other pages to check out
• General Characteristics • Value to the Organization • Communication Tips • Perceptions • Low Behaviors • Time Wasters • Areas for Improvement
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A Team Makes A Whole Brain
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I don’t have an attitude problem. You have a perception problem. - Scott Adams (Dilbert)
Workplace Motivators
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Values Impact Our Attitude
Utilitarian Every investment I make will have a greater return in
time and/or resources
Aesthetic I will enjoy and experience the beauty around me &
allow it to mold me into all I can be
Social I will invest self in time and resources in helping
others to achieve their potential
Individualistic I want to advance to the highest position in life & gain
the greatest power
Theoretical I will use my cognitive ability to understand, discover &
systemize the truth
Traditional I will pursue the highest meaning in life
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Your Personal Motivators Ranking
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Motivators
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Norms and Comparisons
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Team Motivators: Example
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