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1
Decem
ber 13,
2012
5 Best Practices in PM Leadership: Models, Frameworks, Tips & Techniques
Facilitator: Priscilla A. Glidden, Ph.D., P.M.P.
P
M
CONNEC
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5 Best Practices in PM Leadership
Introduction What studies show generically about PM
leadership Leadership, in general, is visible Leadership, in projects, represents the potential for
organizational competitive advantage, especially in project-driven organizations, divisions, agencies….. Why?
Objectives: to provide a rapid overview of 5 best practices & the models,
frameworks or studies behind them a few examples of skills, behavior, templates or areas of
expertise that illustrate some ways to implement them an overall “picture” at the end that makes sense to you At least one takeaway that will work for you in your
environment A list of references that you will want to pick from & follow
up with
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Best Practice #1 The Annual Standish Group Study on Project Failures
Description of the Standish Group Study (2011) For technology projects, only 37% achieved their initial objectives 42% were “challenged”; 21% failed outright
Question: Which of the 10 was rated the #1 reason for project failure? Write down your answer; then we will vote!
Description of the parallel UK Study :10 key reasons why projects fail
1 Delayed Scope/Requirements definition/signoff
6 Subcontractor delays in delivery
2 Poor/Missing Integration Management Plan
7 Customer delays in acceptance
3 Insufficient Test Assets 8 Poor estimating (time)
4 Failed tests, rework 9 Poor Estimating @ proposal/bid stage (cost)
5 Poor Scope Control during Execution 10
Failure to consult/record lessons learned
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Best Practice #1: Reuse Lessons Learned
The #1 cause in these studies of project failure is: Missing Lessons Learned Documents in the
Archives PM Failure to ensure Lessons Learned were
consulted, reviewed with team, communicated to stakeholders & factored into Project Management Plan (esp Risk Docs)
This important Best Practice in PM Leadership includes these parts: 1. Always take the time to create Lessons Learned 2. Do it as you move through the project lifecycle- include collection of items as an agenda item 3. Delegate the responsibility to a team member if you can
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Best Practice #2: The PM develops a High-Performing Project Team
What exactly is a “High Performing” or “Excellent” Team & how does the PM leader create one?
Average Teams vs. Excellent Teams
External Locus of Responsibility•Seek Individual Rewards•Blame Others for Problems•Work as Individuals – hoard information•May have low morale
Internal Locus of Responsibility•Focus on Contributions to Team•Work to Solve Problems•Work as a Team – share information – teach each other•Do have sustainable high morale
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Best Practice #2
Excellent Teams, Productivity and Morale
• What is the driver for this Best Practice?
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Best Practice #2: Situational Leadership Style Model
The only application of Leadership Theory that specifically addresses projects
Matches Leader’s Style to the Team’s Development Level The familiar team development lifecycle
Forming (S1) Storming (S2) Norming (S3) Performing (S4)
Stage 1 Stage 2 Stage 3 Stage 4
IS MESSY & focused in S1 on learning/doing Task, in S2 on becoming interdependent, in S3 for gaining Task/Relationship Responsibility, in S4 for self-management as a team
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Best Practice #2: Situational Leadership Style Model (con’t)
• Today’s Big Barrier: Distributed, not Co-located Teams
• Question: Which of these is the Central Office?
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Best Practice #2: PM Leadership Style View
high
Concern for How will this Let’s discuss how to…
Relationships make the boat
(projected go faster?
people-orientation)
Q2- HT/HR Q3- LT/HR
These things will make
the boat go faster.
I trust you to make…
low Q1- HT/LR Q4- LT/LR
high Projected Concern for Tasks low
S1 S2 S3 S4
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Summarizing Best Practice #2:the Situational Leadership Framework PM Leader must diagnose what a team needs, then act in that
style Each project team evolves through a uniquely paced lifecycle, but
goes through each stage, reversing with changes in team, leadership or fortunes
Leader interventions can maximize the pace of team development (subject to EQ and IQ of the assigned team members)
Question- when is early PM intervention warranted? Nay-sayers impacting the team “stuck” members Issues arising out of matrixed roles or part-time assignments unresolved conflict among team members Team (or leader) over-focus on product, not process “delayed success” Failure to develop “interdependence” (the killer)
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Best Practice #2: Facilitating Team Development – Tips & Tools
1. PM-Facilitated Team Performance Agreements
Mobilize Team discussion of items such as How do we want to handle Contingencies What method shall we use for Decision-making How should we communicate amongst ourselves, with
stakeholders, etc? What (concretely) does quality look like here? What Positive Behaviors do we commit to? What Negative Behaviors should trigger PM or team action? How do we get (and give) feedback on our performance? If not decided by team, will evolve without
commitment
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Best Practice #2: Facilitating Team Development – Tips & Tools
2. Develop self-processing capabilities in the team Example: use “Fist to Five” for team meeting reviews (HO)
3. Let the team know that “interdependence” is a requirement
4. Delegate “Best Practice” Team Functions5. Early-on Reality Testing for Commitment Levels
Not everyone can give the same amount to a specific project Team members with inability to fully commit should know how
this will impact them (and the team should know too)
6. Consider encouraging team members to set an individual goal that aligns with the project (and share them)
7. Use Team-building Activities with regularity Examples: StrengthsFinder , egg drop
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Best Practice #2: Facilitating Team Development – Tips & Tools
9. Observe whether teams are actively developing over time; gauge their “stage” through observation of actual team behavior Example: Thelen et al. (1954), Levels of Team Learning & Knowledge Creation
Level 1: Individuals focus on personal needs relative to figuring out the task and relationship aspects of the project/group, and may be in different frameworks entirely; some (task) information sharing occurs
Level 2: Individuals jointly begin to focus on task; mainly planning and organization
needed to do the task; information sharing and some knowledge sharing occurs Level 3: Group is focused on the task and knowledge transfer; episodes of knowledge
creation may occur, as new methods for attacking scope, schedule or resources problems are advanced and engaged in; also, may see “new knowledge” arising from reality testing of ideas or see visualizing and identifying with project goals
Level 4: Group is highly energized around specific episodes of knowledge creation; uses
increasingly “common” language to “see” an issue or novel idea; context for discussion is new and extended
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Best Practice #3: Facilitating Creativity & Innovation
The Scenario
You have a project that requires some elements of creativity and innovation
You wonder if you and your team can meet the requirements
You need a framework for diagnosing your team’s potential for generating new knowledge, and for idneitfying what “gaps” may need to be filled
Best Practice #3: Facilitating Creativity & Innovation
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Best Practice #3: Facilitating Team Creativity & Innovation – Tips & Tools
Some “good practice” ideas:
1. Use this Framework as a diagnostic team tool- understand your own role and that of the team members (it also works as a team-builder)
2. When possible, pick your own team with Sit Lead and Team Creativity models in mind
3. When you can’t, try to find ways to plug any “gaps” with “experts” who won’t steal the thunder of the team
4. Make Knowledge Creation a value-added deliverable for both products and processes, and reward the team, not the individual
5. Use boundary objects freely (Best Practice #4)
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Best Practice #3: Facilitating Team Creativity & Innovation – Tips & Tools
Some “good practice” ideas (con’t):
6. Facilitating is hard-- do an assessment of your facilitation skills; then teach others in order to expedite their development (& your ability to delegate)
“I’ve learned that, if nothing else, everyone on the team will be on the same page, and that can save lots of time and money, & improve customer satisfaction.” (Agile/Scrum Sponsor)
7. Model “facilitation skills” in other PM arenas, such as in “reaching agreement” with management & stakeholders
Examples: Tsongas, Kilman study, “if –then”, “valuable for you….cheap for me”, 5-stages study
7.
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Best Practice #3 (con’t): Framework for Escalating Team Engagement in Innovation
8. Shift the Paradigm: PM Control over the Outcome vs. over its Implementation Process (“Is high control necessary over both or just one?”)
low
Manager & Process
High
Low Team & Implementation ProcessHigh
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Best Practice #3: Facilitating Team Creativity & Innovation – Tips & Tools (con’t)
Stage One “You will pursue this piece of the overall work on your own, and come back
to me with something to demonstrate or decide; then I’ll give direction on how specifically you will implement; when implemented, come back and we will discuss next phase.” (italicized portion applies only if appropriate)
Stage Two “You will pursue this piece of overall work on your own; come back to me
with alternatives – plus your own recommendation-- for implementation; we’ll decide together which alternative to pursue, and then I’ll assign the next piece of work.”
Stage Three “You will pursue the overall work, coming back to me with a detailed plan
for the whole thing; after you inform me what you intend to do, I’ll give my input and we’ll discuss and decide.”
Stage Four (a) “You do the work; just inform me of the final outcome”, or (b) “You do the work – no need to follow up with me.”
9. Use the 4 Stages of Team Engagement in Decision-Making
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Best Practice #3: Facilitating Team Creativity & Innovation – Tips & Tools (con’t)
Set the engagement level to the maturity level of the team
Explain the context and consequences of success or failure
Give “clues” as to what behaviors you want
Be specific about resources, including your own time
Set up a review system to track progress (so your
“outcome” doesn’t go off the tracks) – you may know this
is common sense, but they may not
Start doing this with a potential “win”
10. Rules for Team Engagement
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Best Practice #3: Facilitating Team Creativity & Innovation – Tips & Tools (con’t)
Also note that: You and team members should determine:
A due date for the outcome of the decision-making What level of authority (Prior Slide, #9, Stage 1-4) has
been delegated What priority the issue or result should be assigned Who the contact person is, or when you will meet again
about progress What “must have’s” you need to have What to do if something unexpected happens
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Best Practice #4: Focus on Key Objectives & Use Boundary Objects to Stay on Course
Define Key Objectives, then revisit the “boat” and reinforce them with varied visual and spoken boundary objects that keep everyone focused on them, and not on other things.
Definition of Boundary Objects Where to use
in Status Reviews, Customer and Team Meetings inTeam-Building Sessions on projects with Product or Process creativity & innovation opportunities
or requirements (e.g., R&D, new product development projects) Speeches/Presentations/Interviews in day-to-day communications
Levels of Project Uncertainty require different types of leadership and stakeholder management (discussion)
Variation
Foreseen Uncertainty
Unforeseen Uncertainty
….Chaos!
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Best Practice #4: Focus on Key Objectives & Use Boundary Objects to Stay on Course
Generic Contexts for B.O.’s in Meetings/Gatherings Agendas Project Kickoff/Launch presentations or themed-events White Boarding, Parking Lots End-of-project team meeting “Fist-2-Five” feedback (HO)
Purposes- Problem-solving & Decision-Making; NPD/R&D; Development; Education & Training Models, Causal Maps, Root Cause Analysis Diagrams,
Mindmaps, Frameworks, Experiments & DOEs Drawings, Prototypes, Photographs Exercises, Case Studies, Research & Survey Reports Expert Opinions “T-Shirts & Mugs” Written or Verbalized “Vision Statements” Visuals of any kind that can be understood by all
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Best Practice #4: Use Boundary Objects to Stay on Course (con’t)
Project Management-inspired B.O.’s1. Scope/Requirements/Specs2. Risk – a framework; Risk-tracking docs3. Schedule/SPI; EV/CPI – performance
measurements; “A3’s” – performance measurement & information format
4. Checklists5. Other Quality Tools for Analysis and
Decision-making6. Lessons Learned7. Other
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Best Practice #5: Align Fact-based & Inner Voice to Avoid Burnout
Townsend: Leadership Beyond Reason (also Boundaries) Brief Exercise on Alignment
Kahnemann: Thinking, Fast & Slow System 1 vs. System 2 Thinking Styles The Perils of counting “sunk cost” Anchors Confirmation Bias in Group Decisions
Reading List with 45 other Contemporary Articles (short!) full of useful boundary objects & many more tips, tools & techniques – access through DropBox
[email protected] for information/self-testing on questionnaires for Situational Leadership Style & Facilitating Creativity & Innovation-type Teams.
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Reading List for many more Boundary Objects, Tips, Tools & Techniques
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Brain-Based Behavioral Biases under Risk Conditions
System 1 vs. System 2 Thinking
Prospect Theory
Confirmation Bias
Groupthink- False Consensus Effect
Anchors
Other
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….and then there are customers
Customers buy “solutions in a bundle of benefits” (not products); these solutions carry a certain value
Value (customer’s perspective) is the net of Benefits minus Costs Costs include acquiring and consuming your solution, which means costs are
both monetary and non-monetary Value is dynamic, framed on customer expectations of benefits minus costs,
and shaped by experience and messages received along the way No matter what marketplace any business is in today, competing on service
is imperative Decisions made about the customer’s product/solution must be managed to
demonstrate that the manager is always sensitive to the customer’s experience, and is making decisions that are value-creating decisions
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More on Situational Leadership: Brain-Based Behavioral Biases under Conditions of Change and Stress
Origins of Stress
Level 1 = Unconscious Incompetence
Level 2 = Conscious Incompetence
Level 3 = Conscious Competence
Level 4 = Unconscious Competence
Balancing Stress to avoid Burnout
End of Part 2
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More on Situational Leadership: Brain-Based Behavioral Biases under Conditions of Change and Stress
Risk
Level 1 = Variation
Level 2 = Foreseen Unknowns
Level 3 = Unforeseen Unknowns
Level 4 = Chaos
Balancing Stress to avoid Burnout
Back exercise
End of Part 2