building successful project teams, inside and out

Building Successful Project Teams, Inside and Out

IPMA Professional Development SeminarJune 25, 2003

D Y E M A N A G E M E N T G R O U P , I N C . 2

Seminar Agenda

Teams and what makesthem successful for IT projects

Behaviors that make teams work Structuring conversations

for effective team functioning Internal and external forces on teams Developing partnerships between project

teams 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.

Building Successful Project Teams, Inside and Out

Session I:Teams and What Makes Them Successful

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

agency management Advocate for project Marshal resources

StrongExecutive

SponsorshipStrong

GovernanceStructure

EffectiveProject

Management

ChangeManagement

AchievableScope,

Schedule,Budget

TechnicalExpertise

QualityAssurance

ProvenTechnology

SuccessfulProject

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 Governance Structure Steering Committee oversight

and policy resolution Management involvement

and support Internal stakeholder

involvement and support External stakeholder

involvement

StrongExecutive

SponsorshipStrong

GovernanceStructure

EffectiveProject

Management

ChangeManagement

AchievableScope,

Schedule,Budget

TechnicalExpertise

QualityAssurance

ProvenTechnology

SuccessfulProject

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

Effective Project Management Experienced, trained Interpersonal,

organizational skills Technical skills

StrongExecutive

SponsorshipStrong

GovernanceStructure

EffectiveProject

Management

ChangeManagement

AchievableScope,

Schedule,Budget

TechnicalExpertise

QualityAssurance

ProvenTechnology

SuccessfulProject

D Y E M A N A G E M E N T G R O U P , I N C . 11

StrongExecutive

SponsorshipStrong

GovernanceStructure

EffectiveProject

Management

ChangeManagement

AchievableScope,

Schedule,Budget

TechnicalExpertise

QualityAssurance

ProvenTechnology

SuccessfulProject

Team Success Factors

Change Management Change Management

program Structured user

involvement

DIANE VASARKOVY • WOLF CONSULTING

Building Successful Project Teams, Inside and Out

Session II:Behavior: The Way Teams Work

D Y E M A N A G E M E N T G R O U P , I N C . 13DIANE VASARKOVY • WOLF CONSULTING

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 . 14DIANE VASARKOVY • WOLF CONSULTING

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 . 15DIANE VASARKOVY • WOLF CONSULTING

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 . 16DIANE VASARKOVY • WOLF CONSULTING

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 . 17DIANE VASARKOVY • WOLF CONSULTING

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 . 18DIANE VASARKOVY • WOLF CONSULTING

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 . 19DIANE VASARKOVY • WOLF CONSULTING

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 . 20DIANE VASARKOVY • WOLF CONSULTING

Team Member Behavior

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

D Y E M A N A G E M E N T G R O U P , I N C . 21DIANE VASARKOVY • WOLF CONSULTING

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 . 22DIANE VASARKOVY • WOLF CONSULTING

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 . 23DIANE VASARKOVY • WOLF CONSULTING

Don’t Fake Sincerity

ACT HABIT BE

Building Successful Project Teams, Inside and Out

Session III:Some Principles for Team Functioning

D Y E M A N A G E M E N T G R O U P , I N C . 25

Session Purpose Structuring communication for getting

work 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 many

requests and offers. Each request or offer within the

project as its own “mini-project.” Key to success: Executing and

coordinating 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 and

one 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

Preparation: Help your customers

define their needs andpossible solutions.

Clearly state your needsand intended outcomesto your performers.

Anticipate problems.

What Can I Do? (2 of 5)

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 to

work 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 attention

to, 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 honest

assessments of results. Promise changes in

approach and behaviorin response to assessments.

Review current needs,discuss future needs. Possible basis for future

work 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 changing

the 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

Building Successful Project Teams, Inside and Out

Session IV:Internal and ExternalForces and Challenges

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

Building Successful Project Teams, Inside and Out

Session V: Panel DiscussionDeveloping Partnershipsbetween Decision Makersand Project Delivery Teams

D Y E M A N A G E M E N T G R O U P , I N C . 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 . 51

Question for Allen Schmidt

When there are differences between what you think you as a project manager are committing to provide and what various users or customers or team members are expecting, how do you resolve these differences?

Please give a case example.

D Y E M A N A G E M E N T G R O U P , I N C . 52

Question for Eva Santos

What are the two or three most important conversations you have with your IT director, project managers and project teams during the course of a project?

Why are they key to the success of IT projects? What makes these conversations successful? Please give a case example.

D Y E M A N A G E M E N T G R O U P , I N C . 53

Question for Stuart McKee

In DIS’ oversight role on IT projects, what characteristics do you look for in a goodproject team?

Please comment specifically on the roles and relationship of the agency director, CIO, and project manager.

Please give an example of a good project team. (no names necessary)

D Y E M A N A G E M E N T G R O U P , I N C . 54

Question for Glenn Anderson

There are many different channels of communications going on simultaneouslyon major IT projects. What is the best wayfor the project team to obtain and sustain the confidence of the Legislature and ISB in anIT project?

How important are personal communications between stakeholders and team members?

Please give an example of a good approach.

Building Successful Project Teams, Inside and Out

IPMA Professional Development Seminar Summary

D Y E M A N A G E M E N T G R O U P , I N C . 56

Topics Covered

Teams and what makesthem successful for IT projects

Behaviors that make teams work Structuring conversations

for effective team functioning Internal and external forces on teams Developing partnerships between project

teams and decision makers