Effective Project Management

1. Effective Project Management Barbara Stone & Jodie Mathies September 6, 2007

2. Agenda • ‘Professional skills’ • Review of in-class exercise • Building a Team – people and culture Leadership styles • Review 5 Dysfunctions of a Team • Communication Plan • Responsibility matrix

3. ‘Professional Skills’ IS 209: Who has taken it? What did you learn? What can we add to this class? Other prior courses / experience?

4. More typical than you might think What would you do differently if you did it again?

5. How well did you do … • Clear vision • Alternatives explored • Viable options • Questions asked • Team interaction

6. Building a Project Team Project Manager(s) • Single • Program Manager, with subprojects which have their own Project Manager(s) Core Team • Team that builds the ‘product’ of the project • ‘Business’ representatives

7. ‘Team’ Operations What are the activities in which the team interacts that need ‘operating rules’?

8. ‘Team’ Operations What are the activities in which the team interacts that need ‘operating rules’? • Problem solving • Decision making • Conflict resolution • Consensus building • Brainstorming • Team meetings

9. Project Management is Leadership What are you leading? Your team. Your top goal is achievement of project objectives…… but what good is that if no one wants to work with you (or each other) ever again?

10. Leadership and emotions ‘You are our boss here and a damn good one. We are all falling over each other to do the things you want us to do. Do you think that is because you have authority over us?’ ‘Isn’t it?’ ‘No. Wake up, dummy. Your power comes from something else entirely.’ ‘You’re saying, people do what I want because they like me?’ It’s not because they like you. It’s because youlikethem.’ From The Deadline, by Tom DeMarco

11. Leadership and emotions • You like and respect people who work for you • You care about them • Their problems are your problems; their concerns are yours • You give trust before a person has really demonstrated trustworthiness From The Deadline, by Tom DeMarco

12. Five Dysfunctions

13. To avoid the 5 Dysfunctions A team must:

14. Trust one another Leaders should: • demonstrate vulnerability first • Create an environment that does not punish vulnerability • Trust others to make some decisions (delegate) • Be consistent • Follow through on commitments • Understand that ‘relationships enhance communication’

15. Class exercise – in teams • Choose a topic • Childhood: Where did you grow up? How many kids in your family? • Work History: Describe a momentous job (best, worst, first, etc) • Influence: who has been the most influential person in your life? 2. Describe an important event or challenge that was significant for you and illustrates your choice

16. Engage in unfiltered conflict around ideas Leaders should: • Encourage problem–solving in a team context • Establish ground rules for team behavior • Understand team members individual conflict styles • Allow resolution to occur ‘naturally’ • Model appropriate conflict resolution behavior

17. Commit to decisions and plans of action Leaders should: • Be comfortable with the prospect of making a decision that ultimately turns out to be wrong • Push team to closure around issues • Push team to keep to schedule • Not place ‘too high a premium on certainty of consensus’ • Review decisions at end of meetings • Adopt ‘disagree and commit’ culture

18. Hold one another accountable for delivery Leaders should: • Encourage team to serve as first and primary accountability mechanism • Maintain role as ‘ultimate arbiter of discipline’ when the team fails • Explicitly communicate goals and standards of behavior • Regularly discuss performance versus goals and standards

19. Focus on achievement of collective results Leaders should: • Keep the team focused on tangible group goals • Reward individuals based on team goals and collective success

20. Jodie’s & Barbara’s add-ons • Jodie • Barbara

21. Kathryn believes that: • Employees are valuable assets • They can grow, learn, and have the capability to lead • Understand the work better than anyone else in the company and therefore should be involved in the decision making • When given access to the necessary information, resources, and training, the team is capable of making quality decisions • Knows she doesn’t have all the answers and cannot succeed without other members of the team. That teams are effective and make better decisions than individuals alone

22. Barbara

23. DIRECTIVE Saves time in planning Costs time in execution Forest hidden by trees Little ownership by team COLLABORATIVE Difficult on big projects Puzzle/pieces understood More ideas exchanged Better and safer decisions Ownership & commitment Higher team morale Faster outcomes Less rework Better quality Pros and cons

24. Dave Packard’s 11 Simple Rules • Think first of the other fellow. This is THE foundation – for getting along with others. And it is the one truly difficult accomplishment you must make. Gaining this, the rest will be “a breeze”. • Build up the other person’s sense of importance. When we make the other person seem less important, we frustrate one of his deepest urges. Allow him to feel equality or superiority, and we can easily get along with him.

25. Dave Packard’s 11 Simple Rules • Respect the other man’s personality rights. Respect as something sacred the other fellow’s right to be different from you. No two personalities are ever molded by precisely the same forces. • Give sincere appreciation. If we think someone has done a thing well, we should never hesitate to let him know it. WARNING: This does not mean promiscuous use of obvious flattery. Flattery with most intelligent people gets exactly the reaction it deserves – contempt for egotistical “phony” who stoops to it.

26. Dave Packard’s 11 Simple Rules • Eliminate the negative. Criticism seldom does what its user intends, for it invariably causes resentment. The tiniest bit of disapproval can sometimes cause a resentment which will rankle – to your disadvantage – for years. • Avoid openly trying to reform people. Every man knows he is imperfect, but he doesn’t want someone else trying to correct his faults. If you want to improve a person, help him to embrace a higher working goal – a standard, an ideal – and he will do his own “making over” far more effectively than you can do it for him.

27. Dave Packard’s 11 Simple Rules • Try to understand the other person. How would you react to similar circumstances? When you begin to see the “whys” of him you can’t help but get along better with him. • Check first impressions. We are especially prone to dislike some people on first sight because of some vague resemblance (of which we are usually unaware) to someone else whom we have had reason to dislike. Follow Abraham Lincoln’s famous self-instruction: “I do not like that man; therefore I shall get to know him better.

28. Dave Packard’s 11 Simple Rules • Take care with the little details. Watch your smile, your tone of voice, how you use your eyes, the way you greet people, the use of nicknames and remembering faces, names and dates. Little things add polish to your skill in dealing with people. Constantly, deliberately think of them until they become a natural part of your personality. • Develop genuine interest in people. You cannot successfully apply the foregoing suggestions unless you have a sincere desire to like, respect and be helpful to others. Conversely, you cannot build genuine interest in people until you have experienced the pleasure of working with them in an atmospherecharacterized by mutual liking and respect

29. Dave Packard’s 11 Simple Rules • Keep it up. That’s all – just keep it up!

30. Makes the decision making authority clear Promotes cross-functional collaboration by identifying the relationships & expectations for interaction Inclusive Responsibility matrix

31. Responsible Accountable Consulted Informed Obligated to do work; uses independent judgment to raise appropriate issues Has the authority to decide & is the recipient of any consequences Stakeholder w/expertise, experience & interests who must be given the opportunity to influence plans & decisions Is informed of progress, key decisions & deliverables RACI

33. Project Communication Plan • Part of the ‘Project Plan’ • Documents initial Team communication methods and frequencies: • Meetings • Written communications • Web entries • etc • Should be reviewed and modified over the course of the project • Created with the team

34. Who needs communication over the course of the project? Everyone. • Project & sub-project teams. • Exec. Sponsor and Project team management • Program Office / Portfolio Oversight • Anyone else who thinks they need it Why didn’t I mention Business Users (of software development)? Because they are on the team. Anyone who is responsible for or participates in project tasks is on the team. Any other attitude will pull your project down.

35. For each Communication group Think about: Frequency of Communication: how often do they need status Level of detail. overall project status to individual task. In person or written? Uses of project web site. Is this a group with decision-making authority? For what level of decisions? How will these be presented? What information is needed to make the decision? Are there company or department-standard processes or templates that need to be used? In all of the above, communicate with people in the way THEY think they need, not what you think they should want.

36. Communication Plan example template

37. Don’t forget to revisit the plan • Does every member of the team have a good idea of the project goals and tasks? • Does Management feel as if they are adequately informed? • Have issues / risks arisen that require stepped-up communication? • If there is a severe communications breakdown, institute daily brief updates for whoever feels not sufficiently in the loop. • Communicate the location of project documents

38. Assignments for next class Read Effective Project Management, chapters 1, 2, 3 & 9