NG BB 09 Project Management


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NG BB 09 Project Management

  1. 1. UNCLASSIFIED / FOUO National Guard Black Belt Training Module 09 Project Management UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUOCPI Roadmap – Define 8-STEP PROCESS 6. See 1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize Counter- the Performance Improvement Root Counter- Results Successful Measures Problem Gaps Targets Cause Measures & Process Processes Through Define Measure Analyze Improve Control ACTIVITIES TOOLS • Identify Problem •Project Charter • Validate Problem Statement •Project Selection Tools • Establish Strategic Alignment •Value Stream Map • Gather Voice of the Customer & Business •Various Financial Analysis • Create Goal Statement •Effective Meeting Skills • Validate Business Case •Stakeholder Analysis • Determine Project Scope •Communication Plan • Select and Launch Team •SIPOC Map • Develop Project Timeline •High-Level Process Map • Create Communication Plan •Project Management Tools • Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis • Complete Define Tollgate •RACI and Quad Charts •Strategic Alignment Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO
  3. 3. UNCLASSIFIED / FOUO Learning Objective  Understand the overall Project Management process  Gain insight into responsibilities and challenges facing project managers  Learn project management tools that will optimize project performance UNCLASSIFIED / FOUO 3
  4. 4. UNCLASSIFIED / FOUO Overview  Project: A temporary activity or set of activities undertaken to create or improve a process or service  Project Management: Applying knowledge, skills, and tools to balance the scope, cost, time, requirements and customer expectations of the process or service  As a project manager, the Black Belt initiates, monitors and adjusts the actions required to deliver the process or service UNCLASSIFIED / FOUO 4
  5. 5. UNCLASSIFIED / FOUO Key Drivers Key Drivers for project success include:  Project evaluation, prioritization, selection and staffing based upon:  Organization needs  Resource availability  Project planning and management  Well-defined and measurable project objectives and deliverables  Deadlines and management progress reviews  Team commitment:  Time  Focus  Desire  Executive team mentorship/ownership UNCLASSIFIED / FOUO 5
  6. 6. UNCLASSIFIED / FOUO Introduction to Project Management  As the Project Manager (PM), you are responsible for ensuring that everything gets done  Many times you will be depending on people outside your direct authority or organization “The XXX wasn’t delivered/performed correctly/on time, it must have been <insert favorite support group’s name here>’s fault!” Remember, that while you as the PM may be assigned to just one project, many of the people who are part of your team may be supporting a number of other projects. UNCLASSIFIED / FOUO 6
  7. 7. UNCLASSIFIED / FOUO Introduction to Project Management Quality Public Affairs Recruiting Office Judge Project Process Advocate Manager Administration General Resource CIO/G6 Manager The PM is the center of a network of functional areas that perform together to deliver the product or service. The PM is the main contact person and the one who oversees and orchestrates the success of the deliverable. The PM does not need to know every single detail of the project but must know who to go to for the answer. UNCLASSIFIED / FOUO 7
  8. 8. UNCLASSIFIED / FOUO Role of the Project Manager What it is: It is also…  Coordination  Hectic Pace  Utilizing Resources  Planning  Interrupted often - encourage it!  Organizing  Lot of information word of  Leading mouth - read body  Building Relationships language!  Processing Information  Making Decisions UNCLASSIFIED / FOUO 8
  9. 9. UNCLASSIFIED / FOUO Basic Skills  Demonstrated leadership skills and the ability to manage and motivate a diverse team  Excellent interpersonal, problem solving and decision making skills - MUST be a good listener!  Excellent organizational skills - Able to prioritize  Demonstrated negotiation skills - Most likely needed for resources within your organization and for the cooperation of others  Excellent oral and written communication skills  The ability to plan the work and work the plan - Planning and execution UNCLASSIFIED / FOUO 9
  10. 10. UNCLASSIFIED / FOUO Leading High-Performing Teams  Leaders must be able to:  Lead true learning and improvement  Understand people and why they behave as they do  Give vision, meaning, direction and focus to the team UNCLASSIFIED / FOUO 10
  11. 11. UNCLASSIFIED / FOUO Stages of Team Development Tuckman’s Five Stages Forming Storming Norming Orientation, break the ice Conflict, disagreement Establishment of order and Leader: Facilitate social Leader: Encourage cohesion Interchanges participation, surface Leader: Help clarify team differences roles, norms, values Performing Adjourning Cooperation, problem Task Completion solving Leader: Bring closure, Leader: Facilitate task signify completion accomplishment* Taken from Management by R. Daft UNCLASSIFIED / FOUO 11
  12. 12. UNCLASSIFIED / FOUO PM Expectations  As Project Manager you are not expected to:  Have all the answers  Make all of the decisions  Nor can you:  Blame others  Allow individuals on the team to fail  Make excuses for shortfalls in team performance UNCLASSIFIED / FOUO 12
  13. 13. UNCLASSIFIED / FOUO National Guard Black Belt Training Communication UNCLASSIFIED / FOUO
  14. 14. UNCLASSIFIED / FOUOEffective Communications  Characteristics:  Consistent: Meets expectations  Concise: Easy to understand; quick to read  Current: Up to date and accurate  Responsive: Answers feedback & questions  Benefits:  Encourages participation and collaboration  Builds and maintains trust  Minimizes speculation, rumors and untruths UNCLASSIFIED / FOUO
  15. 15. UNCLASSIFIED / FOUOCommunication Plan Development Start with the following questions:  What is the purpose of your communication?  Who is your audience (customer)?  What is your message?  Who is the owner of the communications task?  What is the timing and frequency of the communications?  Who will send out the message and who will receive the response?  How will you deliver the message and receive the response? UNCLASSIFIED / FOUO
  16. 16. UNCLASSIFIED / FOUO Communication Plan Development 1. Determine audience and media to be used 2. Complete a Stakeholder Analysis 3. Create a Communication Plan UNCLASSIFIED / FOUO 16
  17. 17. UNCLASSIFIED / FOUODetermine Audience and Available Media Who is your audience? Internal: External:  Executive Team  Customers  Project Team  Suppliers  Project Sponsor  Resources Owners  Workplace Personnel  Regulatory Agencies How will you deliver the message and receive the response?  Formal Presentations  Elevator Speeches  Posters  E-Mail  Face-to-Face  Newsletters/Web Sites  Memos UNCLASSIFIED / FOUO
  18. 18. UNCLASSIFIED / FOUO Complete a Stakeholder Analysis  For each Stakeholder identified, determine:  Are they critical for development of project tasks (Project Enabling Stakeholders) or critical for the successful implementation of a solution (Project Implementation Stakeholders)?  What concerns can you anticipate for each Stakeholder?  What positive outcomes exist for each Stakeholder?  What will be your message for each Stakeholder?  A Stakeholder Analysis should be completed/revised as critical aspects of the project change (scope changes, solution options become more visible, etc.)  A Stakeholder Analysis should be a confidential document UNCLASSIFIED / FOUO 18
  19. 19. UNCLASSIFIED / FOUOExample Stakeholder Analysis Tool UNCLASSIFIED / FOUO
  20. 20. UNCLASSIFIED / FOUOExample Stakeholder Analysis Tool Project Impact Stakeholder Explanation of Stakeholder Stakeholder’s Communication On Stakeholder Level of Current Score Stakeholder Current Attitude Plan (H, M, L) Influence on Stakeholder (H=3, M=2, Name/Group Toward Project For Success of Attitude L=1, ( +, 0, - ) Stakeholder Project (H,M,L) (list) +=1, 0=2, -=3) Team Lead M H + ON-BOARD 6 MONTHLY UPDATE Engineering SEPARATE BRIEF & H H - DEFENSIVE 9 Dept. Head FOLLOW-UP Program WEEKLY UPDATE M H + ON-BOARD 6 Manager (E-MAIL) Comptroller L L 0 UNKNOWN 4 TOLLGATES Contracting WEEKLY FACE-TO- H M 0 WAIT & SEE 7 Officer FACE INITIAL/ Prime Contractor H L + ON-BOARD 5 MONTHLY UNCLASSIFIED / FOUO
  21. 21. UNCLASSIFIED / FOUOStakeholder Analysis Example Stakeholder Explanation of Stakeholder Project Impact Stakeholder’s Influence Level Current Score Action Plan Stakeholder On Current Attitude On Project Stakeholder (Impact x For Name/Group Stakeholder Toward Project Success Attitude Influence x Stakeholder (H=9, M=3, L=1) ( +, 0, - ) (H=9,M=3,L=1) (list) Attitude) HIARNG Undergoing Implement (Hawaii Army Reset year 1 results as National H H + – focus is 81 soon as Guard) transforming available into an IBCT AKARNG Scheduled Implement (Alaskan Army for results in National H H - ARFORGEN -81 2008 Guard) 4Q this FY GUARNG Scheduled Implement (Guam Army for results in National H H 0 ARFORGEN next FY 0 2008 Guard) USARPAC Favorable – Implement (US Army want to work results as Reserves L M + ICW TSC-P / ODT 3 soon as available Pacific) Key: ICW = In Conjunction With TSC-P = Training Support Center – Pacific ODT = Overseas Deployment Training UNCLASSIFIED / FOUO 21
  22. 22. UNCLASSIFIED / FOUOStakeholder Analysis Matrix Low Interest High Interest Very Influential Manage Closely or Keep Satisfied Greatly Affected Executive Director Process Owner Minimally Influential Monitor Keep Informed or Less Another Organization Affected (Similar Processes?) Comptroller UNCLASSIFIED / FOUO
  23. 23. UNCLASSIFIED / FOUOCreate a Communication PlanKey elements include: Who , What, When, Where, Why and How 5Ws & H BE SPECIFIC!  Review often, at least every major milestone/phase  Revise and update as necessary during project  Validate communication plan agreements  Talk to your Sponsor, Stakeholders and Team often UNCLASSIFIED / FOUO
  24. 24. UNCLASSIFIED / FOUOExample Communication Plan To How Why What From When Notes and Audience Media Purpose Message Owner Frequency Status Briefing Team Status Support Affected Functional Team Leader Weekly Managers Expected Remove Barriers E-Mail Outcomes Monthly, Buy-in, Solicit Support Needed, Project Sponsor Briefing Black Belt Milestones, Feedback Status Tollgates Verbal Updates at Kickoff, Measure & All Hands E-Mail Awareness Progress Project Sponsor “All Hands” Improve Phases Meetings Executive Schedule, Leadership, E-Mail with Progress, Barrier Sponsor, Black Expected Tollgates Deployment Attachments Removal Belt Outcomes Champion UNCLASSIFIED / FOUO
  25. 25. UNCLASSIFIED / FOUOCommunications Plan Example Audience Media Purpose Message Owner Frequency Status Project Power Status Project Belt Weekly Establish Sponsor Steering Update Status common format E-mail Process Power Status Project Belt Monthly Establish Owner Steering Update Status common format E-mail Project Team Power Project Tasks and Belt Weekly Regularly Steering Progress Issues scheduled mtgs. to be Meeting cancelled as needed. Deployment Power Status Tollgate Project As needed Project Director Steering Update Sponsor Progress on/off track UNCLASSIFIED / FOUO 25
  26. 26. UNCLASSIFIED / FOUOCommunication is Absolutely Necessary  Good communication is essential for successful projects  Project progression needs to be communicated early and often  Develop a communication plan up front with the Project Sponsor  Update communication plan with the Team and Sponsor as project progresses UNCLASSIFIED / FOUO
  27. 27. UNCLASSIFIED / FOUOCommunication Timeline Communication plans should be developed and executed based on project activities and timelines. Project General Project Information Launch Commitment Adoption Understanding Awareness Unaware Awareness Understanding Adoption Commitment UNCLASSIFIED / FOUO
  28. 28. UNCLASSIFIED / FOUO Stakeholder Analysis Template Stakeholder Explanation of Stakeholder’s Stakeholder Project Impact Level of Current Action Plan Stakeholder Current Attitude Score On Stakeholder Influence on Stakeholder For Name/Group Toward Project (H=3, M=2, L=1, (H, M, L) Success of Attitude Stakeholder ( +, 0, - ) +=3, 0=1, -=-3) Project (H,M,L) (list) Recommended Deliverable UNCLASSIFIED / FOUO
  29. 29. UNCLASSIFIED / FOUO Communication Plan Template Audience Media Purpose Message Owner Frequency Status Required Deliverable UNCLASSIFIED / FOUO
  30. 30. UNCLASSIFIED / FOUO Exercise: Begin Your Communication Plan  Goal – Establish a communications plan for your project using the communication plan template  Be prepared to share your plan with the table group and receive feedback on your plan 10 minutes UNCLASSIFIED / FOUO 30
  31. 31. UNCLASSIFIED / FOUO National Guard Black Belt Training Effective Meetings UNCLASSIFIED / FOUO
  32. 32. UNCLASSIFIED / FOUO Effective Team Meetings  Ensure that meetings have useful content – Avoid holding meetings if they are unnecessary. Can a one-on-one conversation accomplish what you need?  Make meetings timely – Hold them promptly after receipt of important information  Keep meetings as small in size as practical – Select only attendees who are directly involved and able to deal effectively with agenda items  Be realistic about meeting length – One hour max is a good guideline  Inform participants in advance about the purpose, agenda, and objectives so they can come prepared  Open meetings with positives – Short-term wins or milestone completions  Introduce members if there are some new faces  Keep meeting in perspective – Stick to the agenda, stick to the schedule  Summarize at the end – Ensure that all action items have a name and due dateTaken from Management: Function and Strategy, Richard D. Irwin UNCLASSIFIED / FOUO 32
  33. 33. UNCLASSIFIED / FOUO General Meeting Rules  Establish the purpose of the meeting  Publish appropriate pre-work  Come prepared, pre-work complete  Use agendas  Establish roles for participants  Take and publish minutes  Evaluate the meeting  Maintain team records UNCLASSIFIED / FOUO 33
  34. 34. UNCLASSIFIED / FOUO Meeting Facilitation  Set ground rules  Use inquiry, ask for clarification  Ask less assertive members for their opinions  Stay on track, avoid digressions  Learn to end discussions  Test for agreement  Use problem solving methods  Use decision making methods, e.g., multi-voting  Use a “parking lot” for issues not pertinent to the objective of the meeting UNCLASSIFIED / FOUO 34
  35. 35. UNCLASSIFIED / FOUO National Guard Black Belt Training Project Management Tools UNCLASSIFIED / FOUO
  36. 36. UNCLASSIFIED / FOUO Project Management Tools The following are some tools that are useful in organizing, reporting and tracking project components and deadlines:  Project Charter  Communications Plan  Stakeholder Analysis  MGPP  Risk Assessment Matrix  Issues Log UNCLASSIFIED / FOUO 36
  37. 37. UNCLASSIFIED / FOUO Project Charter Review  Charter elements:  Problem Statement  Business Case  Goal Statement  Project Scope  Project Plan  Team Selection  To be started at Team Launch and maintained and edited throughout the project UNCLASSIFIED / FOUO 37
  38. 38. UNCLASSIFIED / FOUO Pert Chart Overview Graphical representation of all significant deliverables to be completed in the course of the project/workstream. Focuses on discrete outputs such as present- Description state barriers, conceptual designs, detailed designs, completed modules of coding, test plans, etc. Initial draft of tool is completed at beginning of project. Process owners and experts should be consulted in identification of deliverables. Separate Maps may Creation be built for different phases of the project. As workstream progresses, more detailed deliverables may be added. Pert Chart should remain stable for each major phase of a project. Although additions and slight revisions may occur, any major changes should signify a need Maintenance to “re-baseline” the project. Graphical chart showing deliverables with dependencies and integration points Format noted. May be split into hierarchical levels for complex workstreams. PERT stands for Program Evaluation Review Technigue, a methodology developed by the U.S. Navy in the 1950s to manage the Polaris submarine missile program. Origin A similar methodology, the Critical Path Method (CPM), was developed for project management in the private sector about the same time. UNCLASSIFIED / FOUO 38
  39. 39. UNCLASSIFIED / FOUO Pert Chart / Gantt Chart Examples UNCLASSIFIED / FOUO 39
  40. 40. UNCLASSIFIED / FOUO Pert / Gantt Charts  Defines a clear, quantifiable output of work completed during the course of a workstream  Graphical tool used to communicate the output and approach of the workstream  Could include Milestones, Key Decisions/Events, Reporting of Findings, Present State Definition, Conceptual Designs, etc.  Helps paint a picture of what the workstream will deliver  Clarifies quantified work complete vs. work planned  Hand-off tool defining work envisioned by Assessment Team  Basis that the project timeline should be built around  Used to gauge % complete vs. planned complete around discrete work definition  Instrumental in provoking thought around integration points with stream leads UNCLASSIFIED / FOUO 40
  41. 41. UNCLASSIFIED / FOUO Pert / Gantt Chart Lessons Learned  Not easy to find a balance between good project planning and excessive detail which locks you into very specific deliverables  Avoid slipping into micro-management around deliverables  Maintain flexibility around deliverables especially when the needs of the organization change  Maps work much better than lists when painting a picture of workstream  Lists are easier to maintain if you want to show dates (and for roll-up) UNCLASSIFIED / FOUO 41
  42. 42. UNCLASSIFIED / FOUO Multi-Generation Project Plan Review The overall goal or problem statement for that Multi-Generation Project Plan (MGPP) Vision generation. What is to be accomplished? Why? Can also be metrics with targets!! Series of releases; each release characterized by Process distinct combinations of features or level of Generations performance. The goal of that generation. Ability to execute the MGPP with current technology or Platforms the identification of needed technological and developments for each generation. What is required Technology from a technology standpoint to execute the vision? This could also include special personnel requirements to support the vision!! UNCLASSIFIED / FOUO 42
  43. 43. UNCLASSIFIED / FOUO Risk Assessment Matrix  A tool to help communicate project risk factors  Types of Risk  Schedule – Project will achieve goal but later than expected  Performance – Project will not achieve goal or achievement will be less than it could have been  Assessment dimensions  Likelihood – How likely is it that the risk factor will impact the project?  Consequence – How much impact will the risk factor have on the project schedule or performance?  Assessed on scales of 1 (least) to 5 (most) UNCLASSIFIED / FOUO 43
  44. 44. UNCLASSIFIED / FOUO Likelihood Assessment  5 – 80%+ chance of impacting project  4 – 60%-80% chance of impacting project  3 – 40%-60% chance of impacting project  2 – 20%-40% chance of impacting project  1 – Less than 20% chance of impacting project UNCLASSIFIED / FOUO 44
  45. 45. UNCLASSIFIED / FOUO Consequence Assessment  Schedule  5 – 3+ month extension  4 – 2 to 3 month extension  3 – 1 to 2 month extension  2 – 2 to 4 week extension  1 – 1 to 10 day extension  Performance  5 – No significant improvement in goal metric(s)  4 – Slight improvement in goal metric(s), < 30% of goal achieved  3 – Minor improvement in goal metric(s), 30 to 60% of goal achieved  2 – Improvement in goal metric(s), 60 to 90% of goal achieved, but not as much improvement as could have been realized  1 – 90 to 100% of goal achieved UNCLASSIFIED / FOUO 45
  46. 46. UNCLASSIFIED / FOUO Color Coding Risk  Find the grid square that corresponds to the Likelihood and Consequence assessment numbers  This codes the risk as Red (high risk), Yellow (medium risk), or Green (low risk)  Each risk should be explained along with the consequence and mitigation plan 5 4 Likelihood 3 2 1 1 2 3 4 5 Consequence UNCLASSIFIED / FOUO 46
  47. 47. UNCLASSIFIED / FOUO Risk Analysis Matrix Example•Data Availability (Schedule) •Project Scope (Performance)•Risk: Process tracking system, which •Risk: Current scope of process is very shows enough critical process time large with multiple sub-processes. Team information in some stages of the unlikely to be able to complete DMAIC process, might not be available. process on currently defined scope.•Mitigation: TBD •Mitigation Plan: Team will need to re-•Consequence: Might have to spend 1to 5 scope this project according to the 2 weeks to collect enough data to be following plan: statistically significant. 4 • Complete process mapping • Reduce scope to Critical Path•GGA steps of Process Map Likelihood • Based on data, reduce scope to parts 3 of process that most affect PLT within (Performance) control of the Project Team.•Risk: Team has no control over getting 2 •Consequence: If mitigation plan is information from GGA and might not be unacceptable, team unlikely to be able to get verifiable information in the 1 successful. time available.•Mitigation Plan: Team had to scope this out of the process. 1 2 3 4 5 Consequence•Consequence: 1 week lost time •Personnel Availability (Schedule) •Risk: Team Members have multiple •Process Mapping (Schedule) schedule conflicts during Month of March. •Risk: Very large process to map. Lack of team member availability and Team might not have time to define participation on team could slow data sufficient level in the time available. collection during MEASURE phase. •Mitigation Plan: Scope to the “critical •Mitigation: TBD few” process paths •Consequence: Might have to delay •Consequence: 1 to 2 week slide in MEASURE Tollgate schedule UNCLASSIFIED / FOUO 47
  48. 48. UNCLASSIFIED / FOUO Issue Log  Team log used to track and address issues and also barriers, actions, concerns and risks  Repository for all the miscellaneous “parking lot” issues that crop up during a project  Ensures teams are proactively managing open issues and risk with weekly reviews and updates  An Issue Log is also known as a Project Action Log UNCLASSIFIED / FOUO 48
  49. 49. UNCLASSIFIED / FOUO Issue Log Template CPI Project Action Log N Description/ Status Due Revised Resp. Comments / Resolution o Open/Closed Recommendation Date Due Date /Hold 1 2 3 4 5 UNCLASSIFIED / FOUO 49
  50. 50. UNCLASSIFIED / FOUO Issues Log Lessons Learned  Master logs are very difficult to maintain – recommend each project team manage their own log  Discuss key issues to higher levels  Very effective tool in managing and focusing on what is important now  Forces those accountable and responsible to own details of managing projects  Good venue for reviewing and managing risk UNCLASSIFIED / FOUO 50
  51. 51. UNCLASSIFIED / FOUO Project Barriers/Issues/Risks Template  Barriers  Issues  Risks Required Deliverable UNCLASSIFIED / FOUO
  52. 52. UNCLASSIFIED / FOUO Exercise: Team Communication Activity  Complete Social Styles Inventory  Understand your communication style  Understand the communication styles of others  Learn to adapt your communication style to work more effectively with others 45 Minutes UNCLASSIFIED / FOUO
  53. 53. UNCLASSIFIED / FOUO Communication Styles Instrument COMMUNICATION STYLE INVENTORY In each row select one word that MOST describes you; place a 1 in the M box next to that word. Then in each row select one word that LEAST describes you; place a 1 in the L box next to that word. M L M L M L M L Original Persuasive Gentle Humble Stubborn Attractive Sweet Orderly Bold Charming Loyal Easily led Will Power Cheerful Obliging Open minded Nervy Jovial Even tempered Precise Competitive Joyful Considerate Harmonious Unconquerable Playful Obedient Fussy Brave Inspiring Submissive Timid Self reliant Sociable Patient Soft spoken Adventurous Cordial Moderate Receptive Decisive Talkative Controlled Conventional Daring Polished Satisfied Diplomatic Aggressive Life of party Easy mark Fearful Determined Convincing Good natured Cautious High spirited Eager Willing Agreeable Assertive Confident Sympathetic Tolerant Persistent Animated Generous Well disciplined Force of character Admirable Kind Resigned Pioneering Optimistic Accommodating Respectful Argumentative Light hearted Nonchalant Adaptable Positive Trusting Contented Peaceful Vigorous Good mixer Lenient Cultured Outspoken Companionable Restrained Accurate Restless Popular Neighborly Sincere TOTAL M-L M-L M-L M-L Driver/Director Expressive/Socializer Amiable/Relator Analytical Thinker Whichever number is the highest is your primary communication style and the second highest is your secondary communication style. UNCLASSIFIED / FOUO
  55. 55. UNCLASSIFIED / FOUO Amiable The Team Player Shape  Has a need for cooperation, personal security, and acceptance  Is uncomfortable with and will avoid conflict  Values personal relationships, helping others, and being liked  Prefers to work with other people in a team effort, rather than individually  Has an unhurried reaction time  Is friendly, supportive, respectful, willing, dependable and agreeable Stress reaction: comply with others Need for growth: Speak Up! Initiate! UNCLASSIFIED / FOUO
  56. 56. UNCLASSIFIED / FOUO Driver The Leader Shape  Is action and goal oriented  Needs accomplishment and results  Has a quick reaction time  Is decisive, independent, disciplined, practical and efficient  Uses facts and data  Tends to speak and act quickly Stress reaction: triangles may become autocratic Need for growth: Slow down enough to listen! UNCLASSIFIED / FOUO
  57. 57. UNCLASSIFIED / FOUO Expressive The Creative Shape  Enjoys involvement, excitement, and interpersonal action  Is sociable, stimulating, and enthusiastic  Is good at involving and motivating others  Is idea oriented  Has less concern for routine  Has a quick reaction time  Has a need to be accepted by others  Tends to be spontaneous, outgoing, energetic, and friendly Stress reaction: squiggles tend to lash out at others Need for growth: Check things out before you act! UNCLASSIFIED / FOUO
  58. 58. UNCLASSIFIED / FOUO Analytical The Organized Shape  Is most concerned with being organized, having all the facts and being careful before taking action  Needs to be accurate and to be right  Is precise, orderly, and methodical  Conforms to standard operating procedures, organizational rules, and historical ways of doing things  Is task oriented  Uses facts and data Stress reaction: boxes tend to avoid Need for growth: Learn to decide and declare! UNCLASSIFIED / FOUO
  59. 59. UNCLASSIFIED / FOUO Communication Styles Summary AMIABLE ANALYTICAL DRIVER EXPRESSIVE COMMUNICATION STYLES CHART Behavior Pattern Open/InDirect Self-contained/Indirect Self-contained/Direct Open/Direct Appearance Casual Formal Businesslike Fashionable Conforming Conservative Functional Stylish Work-space Personal Structured Busy Stimulating Relaxed Organized Formal Personal Friendly Functional Efficient Cluttered Informal Formal Structured Friendly Pace Slow/Easy Slow/Systematic Fast/Decisive Fast/Spontaneous Priority Maintaining relationships The Process The Results Interacting with others Fears Confrontation Embarassment Loss of Control Loss of Prestige Seeks Attention Accuracy Productivity Recognition Need to Know (Benefits) How it will affect their How they justify the What it does/by when/what How it enhances their status/ personal circumstances purchase logically/how it it costs who else uses it works Gains Security By Close Relationships Preparation Control Flexibility Wants to Maintain Relationships Credibility Success Status Support Their Feelings Thoughts Goals Ideas Achieves Acceptance By Conformity Correctness Leadership Playfulness Loyalty Thoroughness Competition Stimulating Environment Likes You To Be Pleasant Precise To the Point Stimulating Wants to Be Liked Correct In Charge Admired Irritated By Insensitivity Surprises Inefficiency Boredom Impatience Unpredicibility Indecision Routine Measures Personal Worth Compatibility with Others Precision Results Acknowledgement By Depth of Relationships Accuracy Track Record Recognition Activity Measurable Progress Compliments Decisions Are Considered Deliberate Decisive Spontaneous UNCLASSIFIED / FOUO
  60. 60. UNCLASSIFIED / FOUO Takeaways Successful project management requires an understanding of:  Overall Project Management process  Individual team roles  Basic project management skills  Communication planning  Responsibilities and challenges facing project managers  Leading high-performing teams  Running effective team meetings  Project management tools that will optimize project performance UNCLASSIFIED / FOUO 60
  61. 61. UNCLASSIFIED / FOUO What other comments or questions do you have? UNCLASSIFIED / FOUO
  62. 62. UNCLASSIFIED / FOUO References  The Social Styles Handbook by Wilson Learning Library, 2004  Psycho-geometrics: The Science of Understanding People and the Art of Communication With Them by Susan Dillinger, 1997 UNCLASSIFIED / FOUO