effective facilitation - scgmisscgmis.org/resources/documents/2015 leadership summit...

Effective FacilitationStop Wasting Time!

Dan Furlong, PMP, PMI-ACP, MBA, [email protected]

Chrissa Waite, PMP, [email protected]

DISCLAIMER: The views and opinions expressed in this presentation are those of the authors and do not necessarily represent official policy or position of SC.GMIS or PMI Charleston.

mailto:[email protected]


Who are we?

Chrissa Waite, PMP, MSDan Furlong, PMP, PMI-ACP, MBA, FHIMSS

We are affiliated with the following organizations / endeavors as an employee, faculty member, board member, author, contributor, business collaborator, or owner.

Copyright 2015 PM One, LLC

∗ Culmination of over a decade of teaching and coaching∗ Combines portions of several classes that we teach

∗ PM 101∗ A Fun-troduction to Project Management

∗ PM Communications 101∗ Communication Skills for Project Managers

∗ PM Facilitation 101∗ Facilitation Skills for Project Managers

∗ PM Decision Making 101∗ Decision Making Techniques for Project Managers

∗ But mostly, from wasting too much time in meetings!

What Led to Today?

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∗ Discuss several critical tools and techniques available to the functional and project manager to improve meeting effectiveness

∗ Detail how bringing method and process to project meetings can help a project manager reduce or eliminate bias and stereotypical behavior from customers, staff, and vendors

∗ Practice using a few techniques in a non-threatening environment so that you may return to work and be ready to use them

∗ As always, Have Fun, while learning!

Session Objectives

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∗ Lead a group discussion∗ Gather information∗ Manage meeting time∗ Build consensus∗ Address different personality types∗ Set clear expectations

Facilitation ToolsCan be Used to Effectively

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Why is Facilitation Important?

As a PM,as a Leader,

you can’t avoid

Facilitating!

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∗ The average leader spends 40 to 70% of their time in meetings

∗ Project managers attend even more meetings∗ Some meetings can be avoided altogether∗ Tom Peters says “live with them”∗ But we should try to be more effective and

more efficient

It All Starts, and Ends, with Meetings

Is this you?

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Read. Practice. Improve.

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This is pure craziness!

Yet we do it again

and again!

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∗ We will be taking a few informal polls throughout the day∗ Please text PMONE to 22333 to join the polls for today∗ Please do this now!

∗ NOTES:∗ Be sure your phone does not add any prefixes to the number∗ Be sure your phone does NOT spell check PMONE – it must be

sent exactly as listed∗ Be sure you get a reply that says, “You have joined Dan

Furlong’s session (PMONE). When you’re done, reply LEAVE.”

SmartPhone Polling

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Look Familiar?

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HOLDINGUSELESS

MEETINGS!

No shortage of meeting cartoons. Why?14


How do we avoid wasting time in meetings?

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∗ Limit WIP (topics)∗ Expect full participation, and do not accept less∗ Have a tool belt full of options∗ Understand there are different meeting types

that require different leadership approaches∗ Come prepared with a process agenda for you

to use the run the meeting∗ Provide attendees with materials needed

beforehand.

Simple, but Not Easy!Part 1

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∗ Have a process / method to lead every meeting that requires it∗ Objective definition∗ Risk identification & qualification∗ Issue resolution∗ Decision making∗ Story / requirements development∗ Product demos

∗ Be flexible and adaptable while never losing control.

Simple, but Not Easy!Part 2

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Let’s Look at Some Typical Project Meetings!

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Typical Project Meetings!Meeting Type PurposeDaily stand ups, quick check-ins Keep team focused on tasks at

handWeekly status updates, tactical

Issue resolution, problem solving, risk response planningRisk ID & Prioritization

Objectives/requirement planning

Lesson learned

Review progress, resolve minor concerns, plan for upcoming periodResolve obstacles to success and avoid obstacles to successObtain honest input on potential project obstacles and rank themDetermine project objectives / requirements and rank themGet the team to objectively and honestly provide feedback on the project

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Meetings may use one of Four Agenda Types

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∗ No Agenda.

Agenda Types – Check-in Meetings

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∗ Progressive Agenda∗ A semi-structured agenda with large time segments left open∗ Usually a time-focused agenda∗ Typically for meetings 30 to 90 minutes in duration∗ Meeting end time should be flexible – do not fill the time if not needed∗ No strategic topics∗ Agenda detail is developed during the first portion of the meeting∗ Example for one hour meeting:

∗ 15 minutes: Round-robin Status Updates∗ 10 minutes: Determine agenda for next 30 minutes∗ 30 minutes: Deep Dive Discussion as determined above∗ 5 minutes: Wrap-up and Next Steps

Agenda Types – Recurring Meetings

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∗ Method Agenda∗ Limit WIP – Usually focuses on ONE outcome (risks, lessons learned)∗ A structured agenda that defines the methodology to be used during a

meeting∗ Usually time-based in order to complete all activities, but time allotted to

activities may be shifted slightly as needed∗ Meetings typically run 2 to 4 hours (longer meetings often require more

facilitation skills)∗ Method/tools vary little between meetings of the same type∗ Includes materials needed, clear instructions on activities, and reasons for

each activity∗ Requires working knowledge of the tools being used∗ May be used to develop tactics for strategic objectives∗ A structured method assists with facilitation needs, but a good facilitator is

helpful.

Agenda Types – “Outcomes” Meetings

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∗ Adaptive Agenda∗ Limit WIP - Should focus on less than three problems or topics∗ May focus on creating strategy∗ A structured agenda that defines the processes to be followed during a meeting∗ Agenda varies based on the desired outcomes of the meeting and the roles of the

attendees∗ Includes materials needed, process steps, and perhaps optional process steps∗ Changes greatly between meetings of the same type, and sometimes changes mid-

meeting∗ Requires intensive knowledge of the tools being used and those available as

alternatives∗ May run 2 to 8 hours, depending on the topic∗ May require a “pulse” mid-meeting to see if the meeting is on course∗ Due to adapting nature of meeting, and contentious topics, strong facilitation skills

are required.

Agenda Types – “Problem Solving” Meetings

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No Facilitator PM Lead 3rd Party or PM Facilitator

Strong 3rd PartyFacilitator

Team Driven Progressively Elaborated

Workingknowledge of

method

Highly adaptable with broad tool

set

No AgendaQuick “Catch-ups”Daily Standups15-20 mins

ProgressiveTactical MeetingsRecurring45-90 mins

MethodOutcome MeetingsSingle Purpose2-4 hours

AdaptiveProblem Solving / Strategic MeetingsFocus on 1-2 topics2-8 hours

Agenda Paths to Success

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Meeting vs Agenda TypesMeeting Type Agenda Type

Daily stand ups, quick check Informal, no agendaWeekly status updates, tactical Progressive agenda, led by PMIssue resolution, problem solving, risk response planning, strategic

Method agenda, led by 3rd party

Objectives/requirement planning Adaptive agenda, led by 3rd party

Method agenda, led by 3rd party

Risk id & qualification

Lesson learned

Adaptive agenda, led by PM or 3rd

party (depending on topic)

No Agenda Progressive Method Process

Agenda Choices

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Progressive AgendasToday we will focus on…

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∗ Project status meetings (weekly, bi-monthly, etc.)∗ Recurring staff meetings (weekly, bi-monthly, etc.)∗ Non-profit or professional group board meetings∗ “Quarterly” leadership update meetings∗ Any meeting where the critical discussion points may

not be known until you meet.

Where might you use Progressive Agendas?

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∗ Although attendees should know it, send out agenda in advance∗ Have a “Park & Drive” area on flipchart or white board and jot down any

carryover topics from the last meeting (old business)∗ Open meeting and quickly introduce any new attendees∗ Explain purpose of the meeting∗ Refer to basic ground rules (defined at start of project, typically)∗ Speed Updating: Have each attendee provide a 1 minute update on their

area∗ Add to the “Park & Drive” area any ideas that need more discussion (as

presented during speed updating).

Overview for Recurring MeetingsPart 1

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∗ After updates, spend 5 minutes, if needed, to clarify points from the updates and anything on the Park & Drive list

∗ Spend 10 minutes choosing the topics from the Park & Drive list that must be reviewed today, based on the time remaining, and choose the order of discussion – old business may be added if not already done so

∗ Add these items to the Hot Topics area of the agenda∗ Jot remaining meeting agenda (old & new business) on the board and

move through the items until 5 minutes are left in meeting time∗ Wrap up meeting and assign any action items (things left on the list)∗ Be sure that any old or new business not discussed is either carried over

to the next agenda or managed in another meeting.

Overview for Recurring MeetingsPart 2

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Sample Progressive AgendaAgenda Item Time Facilitator

Lightning Round Updates (60 secs/member) 10m Chrissa

Questions (about lightning round updates) 5m Molly

Create Hot Topics (chosen from Park & Drive list) 10m Brett

Hot Topics:1.2.3.4.5.6.7.

30m Kathy

Closing 5m Chrissa


∗ Often during a status meeting issues, risks, change requests, or other meaty topics will arise

∗ If they appear to need more than a couple of minutes to discuss and resolve, do NOT be tempted to resolve them during this meeting

∗ Schedule a separate, dedicated meeting to discuss and resolve any critical issues, risks, change requests, or other important topics

What About “Meaty Topics?”

Why?

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Tools for the JobBuild Your Toolkit! Load Up Your Toolbelt!

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∗ Brainstorming∗ Silent Brainstorming∗ Roving Flip-Charts∗ Gallery Walk.

Idea Generation

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∗ Constructive Controversy∗ Gap Analysis∗ Force Field Analysis∗ Root Cause Analysis∗ 5 Whys.

Problem Solving

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∗ Delphi∗ Multi-Voting∗ Multi-dimensional Multi-Voting∗ Pairwise Comparison∗ Decision Grid ∗ Decision Matrix ∗ Analytic Hierarchy Process (AHP).

Prioritizing / Decision Making

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∗ Delphi∗ Multi-Voting∗ Multi-dimensional Multi-Voting∗ Pairwise Comparison∗ Decision Grid ∗ Decision Matrix ∗ Analytic Hierarchy Process (AHP).

Prioritizing / Decision Making

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And Now the Details…

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Idea Generation

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∗ Good for analyzing multiple ideas (topics) quickly∗ Use flip-charts, white boards, or large sheets of paper∗ Write a topic at the top of each chart∗ Have individuals move between the charts, on their own, posting

related elements on each chart∗ No discussion amongst the people at the chart∗ The type of element posted will be depend on the purpose of the

exercise∗ Good to have at least three charts to keep “the juices flowing”∗ Excellent exercise to determine project purpose

∗ Problems∗ Opportunities∗ Challenges (3rd chart used to keep the brain going!).

Roving Flip-Charts

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∗ Good for analyzing multiple ideas (topics) quickly∗ Use flip-charts, white boards, or large sheets of paper∗ Write a topic at the top of each chart∗ Ask 3 to 5 people to move to a topic they are interested in∗ Allow individuals to discuss the topic within their small group∗ Ask them to generate ideas and post elements to the chart∗ The type of element posted will be depend on the purpose of the

exercise∗ After 5 to 7 minutes have the group, staying together, move to the next

chart∗ Excellent exercise to determine project purpose, requirements,

objectives, problem solving, or decision making.

Gallery Walk

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Problem Solving

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∗ Good for analyzing viable alternatives from multiple perspectives∗ Improves the team’s visibility of pros/cons of each alternative∗ Helps staff learn to see things from “the other side”∗ Challenges are in getting the team to objectively analyze & consider ideas

that they are against∗ Simple to execute:

∗ Break into teams, assigning each team one alternative to research, discuss, and argue as the BEST option

∗ Have each team provide a 5-10 “sales job” on why their idea is the BEST option

∗ Have each team research, discuss and argue why their idea is the WORST option

∗ Have each team provide a 5-10 “sales job” on why their idea is the WORST option

Constructive Controversy

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Prioritizing & Decision Making

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∗ No discussion∗ Individuals are given dots that they use to “vote” for an element

that they believe is most important in some regard:∗ Most impact to the project or organization∗ Most risk to the project or organization∗ Most likely to solve the problem

∗ Generally you give no more dots than 50% of the number of choices∗ Example: If you have 20 choices give 10 or less dots

∗ Determine your rules for dot placement. Two camps:∗ Attendees may put no more than 3 dots on any choice, until their dots

are consumed∗ Attendees may put no more than 1 dot on each choice, until their dots

are consumed

Multi-Voting

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Delphi

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Multi-Voting

Need one single system to track project requests.

17

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Multi-Dimensional Multi-Voting


9

6

2

Clinical

IT

Revenue Cycle

9

6

2

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Multi-Dimensional Multi-Voting


9

6

2

Clinical

IT

Revenue Cycle

9

6

2

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∗ Good for ranking elements of any type∗ Allows for each element to be compared one-on-one with

every other element∗ Generally works best if elements have already gone

through a high level ranking first to narrow down the number of elements entering this exercise

∗ Can be time consuming if more than ten or so elements are being compared

∗ Basic tools (whiteboard, excel) do not detect conflicts.

Pairwise Comparison


Pairwise in Action

Elements Security/Safety Location Cost Square Feet Mobility Score Priority

Security/Safety 1 1 1 1 4 1Location 0 1 1 0 2 3

Cost 0 0 1 0 1 4Square Feet 0 0 0 0 0 5

Mobility 0 1 1 1 3 2

Checksum 0 2 3 4 1 0

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Master the Basic ToolsTime for Practice!

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We Need 12 Volunteers!

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∗ Four sets of 3 flip charts (each set grouped)∗ Each flip chart has a topic

∗ How can we attract top speakers to this event?∗ How can we attract attendees to this event?∗ What topics should we include in this event?

∗ One facilitator will oversee each chart∗ Groups of 7-10 people will self form at each flipchart∗ Do not worry which flipchart you end up with – this is just an

exercise∗ Facilitators may have additional work between exercises∗ Times listed are for typical meetings – we will shorten them today.

Overview of Exercises

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∗ Pick a topic/flipchart that you are interested in∗ Using 3x5 sticky notes and sharpie pens, write down

reasons that answer the topic’s question∗ Only one topic per sticky, but you can put up as many

sticky notes as you like∗ On your own, “rove” (roam) to each of the five flip charts

and add your own notes∗ Time Suggestion: 30 minutes∗ Facilitators: ∗ If someone lingers too long, suggest they move to

another chart.

Roving Flipcharts

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How can you use this at work?

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∗ Each person gets N dots∗ Each person will choose ONE flipchart and “vote” on the ideas that you

think are most relevant to the question posed∗ Please “fan out” and do not worry about the flipchart you end up with (this

is just an exercise)∗ NOTE: Normally everyone would vote on each flipchart separately!∗ Dot rules:

∗ You may place from 1 to 3 dots on any idea∗ You may place dots on as many ideas as you can, until you run out of dots∗ You do not have to use all of your dots∗ An idea can have an unlimited number of dots collectively

∗ Time Suggestion: 20 minutes∗ Facilitators:

∗ Once time is called, put the ideas in priority order (vote order).

Multi-voting

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Let’s Discuss the Results!

1-2 Minutes per Facilitator

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∗ Two sets of 5 flip charts (one set per side of the room)∗ Each flip chart has a topic∗ Why healthcare costs are so high∗ Why healthcare technology costs so much money∗ Why healthcare IT is a promising career∗ Why healthcare PM is a promising career∗ Why interdisciplinary cooperation is critical to

successful projects∗ One facilitator will oversee each chart∗ Facilitators may have additional work between exercises.

Overview of Exercise #2

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∗ Four sets of 3 flip charts (each set grouped)∗ Each flip chart has a topic

∗ How can we attract top speakers to this event?∗ How can we attract attendees to this event?∗ What topics should we include in this event?

∗ One facilitator will oversee each chart∗ Groups of 7-10 people will self form at each flipchart∗ Do not worry which flipchart you end up with – this is just an

exercise∗ Facilitators may have additional work between exercises∗ Times listed are for typical meetings – we will shorten them today.

Overview of Exercise #2

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∗ Form into teams of 7-10 people at each flip chart∗ Take the top ranking idea and discuss within your group why it is

the BEST idea∗ Be prepared to present to the group why this is the BEST idea

posted∗ Time Suggestion: 15 minutes∗ Facilitator

∗ Keep the team talking∗ Ensure everyone gets a chance to provide ideas∗ Ask questions to get juices flowing, but do not add ideas∗ Keep the team focused on the required outcome.

Constructive Controversy (part A)

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∗ Using your same teams that just worked together, now…∗ Take the top ranking idea and discuss within your group why it is

the WORST idea∗ Be prepared to present to the group why this is the WORST idea

posted∗ Time Suggestion: 15 minutes∗ Facilitator

∗ Keep the team talking∗ Ensure everyone gets a chance to provide ideas∗ Ask questions to get juices flowing, but do not add ideas∗ Keep the team focused on the required outcome.

Constructive Controversy (part B)

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What Value Did the “Controversy” Provide?

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How can you use this at work? At home?

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∗ Assume you are considering moving where you live∗ You and your family have decided that there are five things that are

important to consider when choosing a new location∗ The five things, in no particular order, are

∗ Security/safety of the neighborhood∗ Floorplan regarding Mobility (one family member is in a

wheelchair)∗ Cost of the new home (single income, high medical expenses)∗ Square Footage (they frequently have family members stay

with them)∗ Location (the husband must go home midday to tend to family

matters daily).

Pairwise Comparison

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Pairwise Comparison“If I were to move where I live, these things are important to me.”

1

10

0

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Pairwise Comparison

Fill out this table quickly,based on your opinion.

“If I were to move where I live, these things are important to me.”

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Pairwise in Action

Elements Security/Safety Location Cost Square Feet Mobility Score Priority

Security/Safety 1 1 1 1 4 1Location 0 1 1 0 2 3

Cost 0 0 1 0 1 4Square Feet 0 0 0 0 0 5

Mobility 0 1 1 1 3 2

Checksum 0 2 3 4 1 0

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How can you use this at work? At home?

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Analytic Hierarchy Process (AHP)

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http://www.makeitrational.com/


∗ No one wants to waste time in meetings∗ You need to be assertive, yet polite∗ You must lead by example (focus on the topic)∗ Attendees will respect the concept of order if it leads to success∗ Meeting expectations must be clearly defined ahead of time∗ Processes and tools must be carefully explained before using them∗ You need to align with powerful attendees and agree on “rules of

engagement”∗ Ensure everyone understands that it is their job to keep everyone on track∗ Be cognizant that some leaders may excuse themselves from the room

temporarily to attend to business or clinical crises∗ Do not treat attendees differently due to “rank”.

Retrospective

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Effective FacilitationStop Wasting Time!

Dan Furlong, PMP, PMI-ACP, MBA, [email protected]

Chrissa Waite, PMP, [email protected]

DISCLAIMER: The views and opinions expressed in this presentation are those of the authors and do not necessarily represent official policy or position of SC.GMIS or PMI Charleston.



effective facilitation - scgmisscgmis.org/resources/documents/2015 leadership summit...

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