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

http://www.russellmartin.com/

© Russell Martin & Associates www.russellmartin.com Page 1

Agenda

WHY Are We Working on THIS?

DECIDE How to Spend Your Time

DEFINE The Projects

MANAGE Growth


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


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


Start with the Business

MISSION:

VALUES: 1 (High) to 10 (Low) The Priority IS The Priority SHOULD BE



We ignite, affirm and sustain learning in self and others.

VERBS: NOUNS:


Strategic Initiatives


Prioritize Strategic Initiatives

High Cost / Low Return High Cost / High Return

Low Cost / Low Return Low Cost / High Return

Cost

Return


Prioritize Project Responsibility

Initiatives, Projects, Processes Needed

Project

Business Strategy

Project Manager

1Q 1Q

1Q

1Q

3Q

3Q

3Q

3Q

2Q

2Q

2Q

2Q


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.


Key Accountabilities Example


Measure What You Value


Measure What You Value

Business Strategy

Measurement /

Dashboard


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.


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:


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


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?


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!


20 SG

Templates


• 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


Establish Scope

Stakeholder (role not person) Inputs: Information needed (GETS)

Outputs: Deliverables

(GIVES)

Project Sponsor


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


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


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


System Objectives

Develop Project Objectives

Your Promise to the Project Sponsor and Customer

Product/Service Objectives

Cost / Revenue Related Objectives

Learning / Performance

Related Objectives


• Who will receive status reports and how? • How will you proactively build engagement for the results of the project (change messaging)?

Establish Communications Plan

Page 27


Establish Decision Making Plan

Page 28

Governance

• Who will have final approval of (which) deliverables? • Who will be able to change:

o Scope / Requirements o Budget o Timeline


Transition to LIVE (a Project)!

Page 29

Create a Project Plan to determine:

Owner of Process

Training

Documentation

Testing

Cut Over

Ongoing Dashboard


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


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


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


Descriptors of Your Happy Place

Energy Line


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


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.


Graphs


Interacting with Other Styles

Choose to adapt temporarily rather than permanently pretend to be what you are not


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


Other pages to check out

• General Characteristics • Value to the Organization • Communication Tips • Perceptions • Low Behaviors • Time Wasters • Areas for Improvement


A Team Makes A Whole Brain


I don’t have an attitude problem. You have a perception problem. - Scott Adams (Dilbert)

Workplace Motivators


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


Your Personal Motivators Ranking


Motivators


Norms and Comparisons


Team Motivators: Example


Page 47

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