1 / 56

Building Successful Project Teams, Inside and Out

Building Successful Project Teams, Inside and Out. IPMA Professional Development Seminar June 25, 2003. Seminar Agenda. Teams and what makes them successful for IT projects Behaviors that make teams work Structuring conversations for effective team functioning

ranae
Download Presentation

Building Successful Project Teams, Inside and Out

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Building Successful Project Teams, Inside and Out IPMA Professional Development Seminar June 25, 2003

  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 D Y E M A N A G E M E N T G R O U P , I N C .

  3. Seminar Presenters • Bill Dye, PresidentDye Management Group, Inc. • Diane Vasarkovy, Owner/ConsultantWolf Consulting • Tom Crawford, Senior IT ConsultantDye Management Group, Inc. D Y E M A N A G E M E N T G R O U P , I N C .

  4. Building Successful Project Teams, Inside and Out Session I: Teams and What Makes Them Successful

  5. In Your Experience… • What is a team? • What makes teams successful? D Y E M A N A G E M E N T G R O U P , I N C .

  6. Why Projects Succeed D Y E M A N A G E M E N T G R O U P , I N C .

  7. Why Projects Fail D Y E M A N A G E M E N T G R O U P , I N C .

  8. Team Success Factors Strong Executive Sponsorship Strong Proven Governance Technology Structure Successful Effective Quality Project Project Assurance Management Technical Change Expertise Management Achievable Scope, Schedule, Budget Strong Executive Sponsorship • Commitment from topagency management • Advocate for project • Marshal resources 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 Executive Sponsorship Strong Proven Governance Technology Structure Successful Effective Quality Project Project Assurance Management Technical Change Expertise Management Achievable Scope, Schedule, Budget Strong Governance Structure • Steering Committee oversightand policy resolution • Management involvementand support • Internal stakeholderinvolvement and support • External stakeholderinvolvement 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 Strong Executive Sponsorship Strong Proven Governance Technology Structure Successful Effective Quality Project Project Assurance Management Technical Change Expertise Management Achievable Scope, Schedule, Budget Effective Project Management • Experienced, trained • Interpersonal,organizational skills • Technical skills D Y E M A N A G E M E N T G R O U P , I N C .

  11. Team Success Factors Strong Executive Sponsorship Strong Proven Governance Technology Structure Successful Effective Quality Project Project Assurance Management Technical Change Expertise Management Achievable Scope, Schedule, Budget Change Management • Change Managementprogram • Structured userinvolvement D Y E M A N A G E M E N T G R O U P , I N C .

  12. Building Successful Project Teams, Inside and Out Session II: Behavior: The Way Teams Work

  13. 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 .

  14. 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 .

  15. 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 .

  16. Leadership Behavior • How should leaders “be”? D Y E M A N A G E M E N T G R O U P , I N C .

  17. 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 .

  18. 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 .

  19. 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 .

  20. 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 Team Member Behavior D Y E M A N A G E M E N T G R O U P , I N C .

  21. 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 .

  22. 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 .

  23. Don’t Fake Sincerity ACT HABIT BE D Y E M A N A G E M E N T G R O U P , I N C .

  24. Building Successful Project Teams, Inside and Out Session III: Some Principles for Team Functioning

  25. Session Purpose • Structuring communication for gettingwork done. • Developing project leadership. • Building customer partnerships. • Taking practical steps for improving project teamwork. • Exercise D Y E M A N A G E M E N T G R O U P , I N C .

  26. Gaining Awareness D Y E M A N A G E M E N T G R O U P , I N C .

  27. People Are at theHeart of Every Project • Leaders and Managers • Customers • Stakeholders • Designers • Programmers • Testers D Y E M A N A G E M E N T G R O U P , I N C .

  28. Communication: What We Say • The state of things • Needs • Feasibility • Capability • What is to be done? • Requests for funding • Project proposals • Service level agreements D Y E M A N A G E M E N T G R O U P , I N C .

  29. 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. D Y E M A N A G E M E N T G R O U P , I N C .

  30. Providing Value • Customer expectations • IT capabilities • Service commitments • Service level agreements • Project delivery contracts D Y E M A N A G E M E N T G R O U P , I N C .

  31. The Structure of“Conversations for Action” D Y E M A N A G E M E N T G R O U P , I N C .

  32. An IT Project Example D Y E M A N A G E M E N T G R O U P , I N C .

  33. Leadership(“The Complete Leader”) (1 of 2) • Communicating the “value proposition” forthe project. • Customer needs and motivation • Multiple customers • “Profound knowledge” + alternatives = innovation D Y E M A N A G E M E N T G R O U P , I N C .

  34. 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. D Y E M A N A G E M E N T G R O U P , I N C .

  35. 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 D Y E M A N A G E M E N T G R O U P , I N C .

  36. Building Customer Partnerships (2 of 2) • Producing results • Managing scope • Designing implementation strategy • Requesting project changes • Evaluating the project at completion • Operations • Products D Y E M A N A G E M E N T G R O U P , I N C .

  37. 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. D Y E M A N A G E M E N T G R O U P , I N C .

  38. What Can I Do? (1 of 5) • Roles: • One customer andone performer perrequest/offer. • Discuss expectationsof each other. • Identify mutual rewards • Customer gets results. • Performer gets “paid.” D Y E M A N A G E M E N T G R O U P , I N C .

  39. What Can I Do? (2 of 5) • Preparation: • Help your customersdefine their needs andpossible solutions. • Clearly state your needsand intended outcomesto your performers. • Anticipate problems. D Y E M A N A G E M E N T G R O U P , I N C .

  40. What Can I Do? (3 of 5) • Negotiation: • Spend the time towork out projectscope, schedule, cost. • Get feedback andcommitment fromproposed staff. • Anticipate possibleproblems. D Y E M A N A G E M E N T G R O U P , I N C .

  41. What Can I Do? (4 of 5) • Performance: • Get, and pay attentionto, progress reports fromyour performers. • Keep your customersin the loop. • Established checkpoints • Expect change: Establishprocess for adjusting tonew conditions. D Y E M A N A G E M E N T G R O U P , I N C .

  42. What Can I Do? (5 of 5) • Acceptance: • Give and receive honestassessments of results. • Promise changes inapproach and behaviorin response to assessments. • Review current needs,discuss future needs. • Possible basis for futurework together. D Y E M A N A G E M E N T G R O U P , I N C .

  43. 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. D Y E M A N A G E M E N T G R O U P , I N C .

  44. 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 changingthe way you handle one of the following: • Preparing the request • Negotiating the agreement • Performing the activity • Accepting the results D Y E M A N A G E M E N T G R O U P , I N C .

  45. Summary • Communication as the key to project success • Conversations for action • Leadership • Collaboration with customers • Internal project coordination • Making a difference D Y E M A N A G E M E N T G R O U P , I N C .

  46. Building Successful Project Teams, Inside and Out Session IV: Internal and External Forces and Challenges

  47. Internal Forces • Customers within your agency, other agencies • Project management • Team member capabilities, motivation, behavior • Tools and technologies available D Y E M A N A G E M E N T G R O U P , I N C .

  48. External Forces • Budget • Funding source • Oversight bodies (ISB, DIS) • Legislative needs/demands • Agency management needs • Vendor requirements and constraints D Y E M A N A G E M E N T G R O U P , I N C .

  49. Building Successful Project Teams, Inside and Out Session V: Panel Discussion Developing Partnerships between Decision Makers and Project Delivery Teams

  50. Panel Participants • Rep. Glenn Anderson State Legislature • Stuart McKee Director, DIS • Thomas Bynum Acting Deputy Director, Employment Security Department • Allen Schmidt Project Manager, OFM D Y E M A N A G E M E N T G R O U P , I N C .

More Related