no warranty and “as is” e: brian leadpresenter.com c: 630 272-0123 w: © 2010 brian vanderjack 1...

© 2010 Brian Vanderjack1No warranty and “as is”

E: Brian LeadPresenter.com C: 630 272-0123W: LeadPresenter.com

@

Brian Vanderjack, PMP, MBALS0101



@

Context

• As is/no warranty• Any feedback becomes a gift to the author• Any registered trademark remains the property of the

original owner• No intent to imply endorsement of any organization• Not to be duplicated, or stored, in whole or in part



@

Back Story

• Jim meets “Bull”



@

What’s Here For You?

A thin project management methodology that you can use to manage teams.

Increase your chances of meeting commitments - when it counts.



@

Why is Excellence in Teams Critical?

• Personal advancement• Support larger efforts• Fewer surprises• Important tasks more likely to get done



@

Outline

• Introduction & Scope• “Super Charged Responsibility Matrix”• Metrics Setup• Metrics Process• Issue resolution



@



@

Why is Effective Team Management Critical?

• Virtual teams• Global presence• Thin profit margins• No one knows it all



@

Core Assumptions

• Vision• Mission• Work path follows single-thread• Task ownership is the issue



@

Build Infrastructure at the Start

• Team building• Nip meandering in the bud• Honeymoon stage• Before “Transition” starts



@

Audience Experience

• Underutilized resource• Behavior• Impact on team• Impact on organization



@

Damage Control - Intentionally Underperforming Team Member

• Does not want success• Social loafer• Power/Control• Firefighter



@

• Just don’t get it• Bandwidth• Skill• Process• Health issues

Damage Control - Unintentionally Underperforming Team Member



@

“Bolt-On” for Sub-Team

• Isolate key topics• High visibility to critical tasks• Easier to understand responsibilities• Hawthorne-effect



@



@

Delivery @ C-SPIN 2/11

Propose Topics

HostSelectsTopic

Revise Requested Presentation

DeliverPresentation

[email protected]

2/2

[email protected]

1/17

[email protected]

1/03 2/11

Supercharged Responsibility Matrix



@

Supercharged Responsibility Matrix - Checklist

• What is expected• Who is responsible• When it is expected• Dates • Contact information



@

Example Vision & Mission;

Vision: Provide “green” energy, that improves the environment and addresses the needs of the consumer market.

Mission: Move ping-pong ball shaped capsules of nuclear waste at least four linear feet.



@

Example: To Do• Get together into teams of four or less.• Fill out “Supercharged Responsibility Matrix” on Page 2.

Build phase only (page six can help you)• When done, double check results using the appropriate

“checklist”

Group Discussion• Could this focus a team on to the correct tasks?• How does this relate to intentional underperformers?• How relate to unintentional underperformers?



@

Backbone Knowledge

• What are Milestones?• Tasks in Verb/Noun form• Contact information easy to find here• Best if in chronological order• Need to practice• Time units defined by effort• Predecessors possible, however…



@



@

Metrics Defined

• Measurements relating to a process’s output or aspects of a process itself.

• Typically used in making decisions about a business process.



@

Metrics Setup - Example

What Invoke “corrective action” level

Reward Level

Arrival Time After 6:30 PM Before 5:30

Slide presentation Slides can not be seen at 7:00 PM

Set up and working at 6:00 PM

Printed material Not present on desks as of 6:30

On people’s desks at 6:00 PM



@

Metrics Setup Checklist

• “Box-in” quality• Within control• Met-not-met• Linked to “mission”• Optimized• Unintended consequences• Agency theory• Can deliver stated reward• Educate direct-stakeholders



@

• Please fill out the “Metrics – Setup” on page four.

Example: To Do

Group DiscussionCould this focus a team on to the correct tasks?Signal corrective action is needed.Clear expectations?Why is it sometimes so difficult to get these?Need assumptions to be stated?



@

Metrics Process Example Expectation Measure

0 of 3

1 of 3

2 of 3

3 of 3

Plans reviewed closely with stakeholders on future events.

C-SPIN assigns managementstaff to Brian

C-SPIN gives Brian a free ticket to next C-SPIN event!

C-SPIN buys Brian a new CAR!!!



@

Metrics Process Checklist• Schedule regular inspections• Learning opportunity• Link corrective actions to right area/people• Trigger point• Compassion• Authority to enact improvements• Clear measurement process• Management by Wandering Around



@

Example: To Do

• Fill out “Metrics – Process” on Page five of the handout

Group DiscussionDo effective awards have to cost money?Enact able corrective actions?Do you agree: fix the process not the person?



@



@

“Healthy” Issue ResolutionNaïve

Logical

Escalation

1)Options 2)Flip a coin

1) Options 2) Value3) Probability of success4) Select best

1)Back story2)Options 3) Pro/Con4) Recommendation



@

Observations on Issue Resolution

• Once the issue is correctly defined….• Share solution• Stakeholders• Know your limits



@

• Please use the materials supplied to, and the information you created, to create the Nuclear Waste Mover.

• Please note, the design has not been tested and you can alter it.

Example: To Do



@

• Should you assign a “leader”• Should “testing” be a part of it?• How could you tailor this for use at work

tomorrow?

Example: To Do



@

Contest

• Almost valuable prizes are at stake • The winner….most number of linear feet• Three teams will be selected at random to

participate



@



@

Comments

• Documentation is accessible• Don’t forget to appoint a leader• Tailor this as appropriate



@

Forward

• Team needs to agree to this process, in writing

• New team members must “opt-in”



@



@

Forward

You need to practice this.



@

Summary: If you need to…

• Organize your team team• Set clear expectation• Shape behavior• Drill down into important tasks• Get past issues



@

Brian Vanderjack, PMP, MBA

no warranty and “as is” e: brian leadpresenter.com c: 630 272-0123 w: © 2010 brian vanderjack 1...

Documents